Delta Regional

 Authority

ALABAMA - ARKANSAS - ILLINOIS - KENTUCKY - LOUISIANA - MISSISSIPPI - MISSOURI - TENNESSEE

Fiscal Year 2015 Budget Justification

and 2013 Annual Report
March 19, 2014

I am pleased to support the President’s fiscal year 2015 appropriation request for the Delta Regional Authority, which totals 

$12,319,000; a $319,000 increase from fiscal year 2014 final of $12,000,000. DRA will dedicate that increase to its investment 

account, the States’ Economic Development Assistance Program (SEDAP)—not its operating expenses—thereby increasing its 

ability to leverage other funds for better outcomes for the Delta region. Further, in fiscal year 2015, DRA will reduce its operating 

expenses by $51,239 (3% percent) and transfer those funds to its SEDAP investment account as well. These two re-directions 

of fiscal year 2015 appropriation will yield an additional $370,239 in SEDAP investments for a total anticipated $9,818,857—a 

$330,239 increase over fiscal year 2014.

In looking toward the coming year, DRA will continue its successful practices of strong accountability and transparency, including even more-rigorous audit benchmarks. DRA recognizes its institutional focus to be fiscally responsible, while it works to help 

create jobs, build communities, and improve lives. As example, for fiscal year 2014, the DRA earned its 11th unmodified audit (out 

of 11 audits) from its independent financial auditors. Further, of the 270 compliance tests of DRA’s investment account—SEDAP— 

independent financial auditors found zero exceptions for 100 percent compliance for the second year in a row. Additionally, in the FY 

13 Performance and Accountability Report, there were zero deficiencies and zero reportable conditions. 

Throughout its 12 years of service to the Delta region, DRA has successfully leveraged funds from other federal agencies (now 

totaling more than $681 million—a 5.7 to 1 investment ratio), thereby better leveraging outcomes for its region. This means more 

jobs being created and retained, more clean water and working sewer systems for families, greater growth of small businesses and 

entrepreneurship and similarly, further development of our region’s workforce.

More specifically, in terms of investing into the region’s significant economic drivers, DRA has increased its focus on workforce 

development and education efforts in the region, recognizing the need for highly skilled workers to attract future business investment returning to North America. In the three years of my administration, the DRA has invested more than $5 million—$2 million in 

2013—in workforce development and training efforts to support our region’s workers. These investments are more than double the 

investments made the previous eight years.

As is its hallmark, the Authority continues its use of strategic collaborations to help leverage investments from the private and 

nonprofit sectors. Through the 2013 SEDAP cycle, DRA awarded more than $9 million in project investments in 70 projects. These 

investments include remarkable leverage points:

• $48.4 million in other public investments

• $276.7 million in private investment

• Commitments of more than 2,250 jobs to be created and retained
Overall, the DRA’s SEDAP has funded 799 projects and has helped to bring a total of $2.7 billion into the region. This private and 

other public investment has been leveraged with only $119 million of federal appropriations to DRA – a leverage ratio of 22.69 to 1.

As a result of the 12 investment cycles, DRA’s SEDAP has produced some remarkable outcomes:

 Actual Projected

Jobs created and retained 17,331 41,857

Families that receive new water and/or sewer services 25,532 61,643

Individuals trained for jobs 3,745 16,763

As a reminder, it is important to note that when DRA makes investments into projects that will create or retain jobs, DRA requires 

the grantee to execute a “participation agreement,” which provides that should outcomes not meet the levels executed in the grant 

agreement, DRA shall recover the prorated share of the deficiency. 

During fiscal year 2014, DRA continues to work closely with federal partners – both old friends and new friends—on joint initiatives 

that will provide additional opportunities to grow and sustain the region. One of our proud partnerships is the Innovative Readiness 

Training program with the U.S. Department of Defense, which has brought free medical services to more than 38,000 Delta residents 

over a six year span. Each of these health missions, which bring military medical reservists to some of our most underserved communities, provide dental exams and tooth extractions, general physical exams, nutrition education, mental health consultation, and 

optical exams with the potential for new glasses if needed. We are looking forward to continuing this partnership with three missions 

this summer in southern Illinois, Arkansas, and Louisiana.

These new and continued joint investments with federal partners will better level the playing field in several sectors: education and 

training, workforce and infrastructure development, re-shoring jobs for the region’s employment growth, and other investments that 

in the past have eluded Delta residents and businesses, specifically:

• Investing in Manufacturing Communities Partnership (IMCP) with partners across the federal government;

• Healthy Workforce Challenge with the US Health Resources and Services Administration;

• Delta Health Care Service Grant Program (DHCS) with USDA;

• Promise Zones initiative with USDA and HUD;

• Make it in America Challenge with EDA and DOL;

• Rural Jobs Accelerator with the US Economic Development Administration (EDA) and

 U.S. Department of Agriculture (USDA);

• Trade Adjustment Assistance Community College and Career Training Grant Program (TAACCCT).

Moreover, DRA continues to engage its constituents by increasing individuals’ access to federal government assets in the fields of 

healthcare, access to affordable capital, and infrastructure financing tools, specifically: 

• Innovative Readiness Training missions with US Department of Defense (DOD); 

• Made in Rural America initiative with the White House Rural Council; 
• Partnerships to increase engagement of Community Development Financial Institution (CDFIs) investments in the region 

 with the Federal Reserve Bank of St. Louis; and

• Community-based initiatives in our urban cores through the White House Council on Strong Cities, 

 Strong Communities (SC2). 

With all these accomplishments in our past and present, I look forward to continuing our efforts in the coming year and building upon 

our record of creating jobs, building communities, and improving the lives of all people in the Delta region. 

Thank you for your support of the important work that we do. Should you have any questions, please do not hesitate to contact me.

Sincerely, 

Christopher Masingill
This page was intentionally left blank.
 Delta Regional Authority – Budget Justifi cation and Annual Report 1

Fiscal Year 2015 Budget Justifi cation and

2013 Annual Report

Table of Contents

Federal Co-Chairman’s Letter ...................................................................................................................... 3

Federal Co-Chairman’s Annual Review ......................................................................................................... 5 

Overview of the Delta Regional Authority ...................................................................................................... 9

Federal Family Partnerships ........................................................................................................................ 12

Delivering Greater Impact through Performance and Management Improvement: 

 DRA Strategic Performance Plan .................................................................................................... 17

BKD Letter ................................................................................................................................................... 23

Fiscal Year 2015 Budget Submission .......................................................................................................... 24

FY 2013 States’ Economic Development Assistance Program (SEDAP) ...................................................... 28

 SEDAP Funding Process and Priorities ............................................................................................................... 32

 Schedule of Project Funds ................................................................................................................................ 34

 Appeals Process .............................................................................................................................................. 37

 Glossary ........................................................................................................................................................... 41

DRA Service Area, Regional and State Benefi ts .......................................................................................... 43

 FY 2013 Distressed and Non-Distressed Counties / Parishes .............................................................................. 45

 Alabama ........................... 53 Kentucky ........................ 81 Missouri ..................... 113 

 Arkansas ........................... 61 Louisiana ....................... 90 Tennessee .................. 123

 Illinois ................................ 71 Mississippi ................... 103 

DRA Programs and Initiatives .................................................................................................................... 132

 A Series of Collaborative Conversations about Philanthropy, Federal Funding, and Partnership ............................ 135

 Delta Doctors ................................................................................................................................................. 136

 Delta Leadership Institute (DLI) ........................................................................................................................ 141

 Growing Stronger in the Delta Forum ............................................................................................................... 143

 Healthy Delta Initiative .................................................................................................................................... 144

 Improving Health Outcomes ............................................................................................................................ 133

 Innovative Readiness Training (IRT) .................................................................................................................. 148

 Investing in Manufacturing Communities Partnership (IMCP) ............................................................................. 153

 Jobs for America’s Graduates (JAG) ................................................................................................................. 156

 Make it in America Challenge .......................................................................................................................... 159

 Mississippi River Economy Summit .................................................................................................................. 161

 Operation JumpStart ...................................................................................................................................... 162

 Promise Zones ............................................................................................................................................... 166

 Rural Jobs and Innovation Accelerator Challenge .............................................................................................. 167

 Small Business and Entrepreneurship Initiative (SB&E) ...................................................................................... 170

 Southern Growth Policies Board and Southern Governors’ Association: 

 Building a Pipeline for a Skilled Workforce in the American South ........................................................ 175

Appendix .................................................................................................................................................... 178

Delta Regional Authority Act of 2000 ............................................................................................................... 179

 Delta Regional Authority 101 .......................................................................................................................... 196

 State Development Plan Strategic Goals and Priorities ...................................................................................... 215

 Contact Information ......................................................................................................................................... 221
 2

This page was intentionally left blank.
 3

February 24, 2014 

I am pleased to support the President’s fi scal year 2015 appropriation request for the Delta Regional Authority, which 

totals $12,319,000.

Thank you for your support of the important work that we do. Should you have any questions, please do not hesitate to 

contact me.

Sincerely,

Christopher Masingill

Delta Regional Authority

Offi ce of the Federal Co-Chairman
 4

This page was intentionally left blank.
 Delta Regional Authority – Budget Justifi cation and Annual Report 5

Federal Co-Chairman’s Annual Review

2013 was a historic year at the Delta Regional Authority. Collaborating with countless agency partners at the federal, state and 

local levels, the Authority continued projects and embarked on new policy initiatives over the course of the year. Under the leadership of Federal Co-Chairman Chris Masingill and State Co-Chairman, Governor Jay Nixon, the Authority continues to expand its 

efforts in support of communities, businesses, and people in the Delta region through its four core areas: Policy Initiatives, Projects, 

Communications, and Administration. Below are highlights of the past year’s accomplishments discussed in further detail throughout 

this publication.

February 2013:

Each year, the Delta Regional Authority holds its Board Quorum Meeting during the National Governors Association (NGA) 

Conference. At that time, the region’s eight governors join DRA leadership and staff to discuss the past year, plan for the coming year, 

and make decisions on how to move the agency forward. In 2013 the DRA took key steps in strengthening its organizational delivery 

through streamlined and documented protocols, transition to a cloud-based fi le sharing system, and cost reductions in building and 

operational services that have allowed for more effective use of DRA funds toward agency programs and initiatives.

March 2013:

DRA awardee Idea Village hosted the fi fth annual New Orleans Entrepreneur Week, gathering entrepreneurs and business experts 

from around the world to help advance the local economy and share skills and models that will help take the entrepreneurial 

community in New Orleans to the next level. As part of this partnership, the DRA provided funding for Idea Village’s Entrepreneurs in 

Residence, seasoned entrepreneurs and business leaders who train and mentor budding, local entrepreneurs, connecting them to 

a strong network for business development and fi nancing support. This year’s Entrepreneurs in Residence are Kevin Wilkins, Carol 

Markowitz, and Robbie Vitrano.

April 2013:

As part of its commitment to strengthening health systems and increasing access to quality, affordable health care in the Delta 

region, DRA’s Delta Doctors program provides J-1 Visa Waivers for foreign physicians to work in rural communities in the eight-state 

region. DRA hosted the Delta Doctors Conference, a two-day gathering of immigration attorneys, hospital administrators, foreign 

physicians, and State Conrad 30 program directors, to provide an educational forum and networking opportunities for all parties 

involved in the Delta Doctors program. The conference featured panels discussing current immigration issues, the effects of a 

comprehensive Immigration Bill on J-1 Visa Waivers, and strategies to strengthen the Delta Doctors and State Conrad 30 programs. 

Since the conference, the number of applicants for Delta Doctors has seen placement numbers double in 2013.

May 2013:

In FY13, DRA made a commitment to conduct outreach and provide assistance to applicants within the Delta region eligible to apply 

for a Rural Promise Zones designation, an Obama Administration initiative. Promise Zones will designate 20 high-poverty urban, 

rural, and tribal communities over the next four years as a Promise Zone, granting them preferential access to federal investments, 

intensive federal support partnerships, and tax incentives. The program is designed to create jobs, increase economic activity, 
 6

Federal Co-Chairman’s Annual Review

improve educational opportunities, leverage private investment, and reduce violent crime, ensuring that hard-working individuals are 

able to make it to the middle class. Five Promise Zones are slated for selection in late 2013, one of which will be a rural community. 

Seven communities in the DRA footprint are eligible to apply.

June 2013:

In partnership with the National Association of Development Organizations (NADO) and the U.S. Department of Housing and Urban 

Development (HUD), the DRA hosted Growing Stronger in the Delta, a training for grantees and stakeholders of the HUD Sustainable 

Communities Initiative and the White House Council on Strong Cities, Strong Communities pilot cities. Held in Memphis, TN, the 

program provided participants with instruction on effective strategies to community development and program implementation as 

well as multiple technical lectures on strengthening small businesses, identifying and utilizing a community’s natural resources, and 

partnership opportunities with philanthropy and civil society.

July 2013:

DRA partnered with the U.S. Department of Defense Civil-Military Programs for its fifth year of partnership in 2013 for Innovative 

Readiness Training (IRT), a program that brings military medical personnel to a community to provide free medical care to residents 

of the specified or surrounding communities. The Delta Regional Authority guides communities through the application, planning, and 

implementation processes. During the first four years of this partnership, military reserve forces have provided general medical care, 

optical care, dental care, nutritional education, mental health care, and other support services to 24,000 residents at ten sites across

three states in the Delta region. This summer, we brought temporary health clinics to the Delta region by way of four medical 

missions in 11 communities across six states: Arkansas, Kentucky, Louisiana, Mississippi, Missouri, and Tennessee, and more than 

13,000 patients were seen by medical providers.

August 2013:

The DRA announced the award recipients of its Healthy Workforce Challenge, investing $800,000 in public health agencies in five 

states. These public health consortia will work with businesses to implement programs that reduce the presence of chronic diseases 

in the Delta’s workforce and increase regional knowledge of healthy living and disease management. The programs – covering 

counties and parishes in Alabama, Arkansas, Illinois, Louisiana, and Missouri – will help to improve health outcomes in the region 

through behavioral changes in the workplace. Each of the award recipients also received funding through the Health Resources and 

Services Administration’s (HRSA) Delta States Rural Development Network Program. In anticipation of the Affordable Care Act’s open 

enrollment period beginning on October 1, DRA made a targeted effort to reach out to uninsured and underinsured IRT patients - and 

to members of their communities - to inform them about upcoming opportunities to enroll in health insurance coverage through the 

ACA marketplaces. By incorporating this additional effort into the existing IRT program, DRA worked to ensure that IRT patients would 

not only gain access to a one-time visit with a doctor but would also be connected with resources that could help them improve their

long-term health.
 Delta Regional Authority – Budget Justifi cation and Annual Report 7

Federal Co-Chairman’s Annual Review

September 2013:

The Delta Regional Authority and the Southern Growth Policies Board (SGPB) released a report entitled Reimagining Workforce 

Development that identifi es the current challenges and potential solutions to building a competitive workforce that will attract 

business investment to communities in the Delta region. The release was in coordination with the Southern Governors Association’s 

(SGA) annual conference that focused on advanced manufacturing.

October 2013:

In October, the DRA hosted two forums that brought together stakeholders from across the U.S. and the Delta region to provide 

insight into improvements and opportunities available to improve the economy of the Delta region. U.S. Secretary of Agriculture 

and White House Rural Council Chair Tom Vilsack joined the Delta Regional Authority and the Aspen Institute in Little Rock, AR for 

Rooting Wealth that Sticks: a one-day forum aimed at highlighting what’s working in rural America to fuel regional wealth. The forum 

featured regional and local leadership to discuss wealth creation through value chain identifi cation in rural communities in the Delta. 

Mayors and stakeholders from along the Mississippi River gathered in Memphis, TN for the Mississippi River Economy Summit, 

hosted by the Mississippi River Cities & Towns Initiative (MRCTI), the Delta Regional Authority, and the City of Memphis. During the 

Summit, organizations in attendance pledged to work together toward container shipping along the Mississippi River, which will 

relieve freight congestion, create economic opportunity for its ports and other intermodal industries, and attract investment into the 

River’s infrastructure.

November 2013:

DRA’s Delta Leadership Institute (DLI) welcomed an elite group of community leaders from each of the Delta Regional Authority’s 

eight states in Oxford, MS for the fi rst session of the 2013-2014 DLI Executive Academy. DLI is now facilitated by a consortium of 

universities - the University of Mississippi, Arkansas State University, and the University of Louisiana - Monroe - which share roles 

in the coordination of the Executive Academy and the Delta Leadership Network. Executive Academy fellows learned about the DRA 

and its programs, as well as an overview of the major challenges communities and the region as a whole face in building strong, 

healthy communities. This is the ninth class of the DLI Executive Academy that upon graduation will join more than 300 alumni of 

the program who live and work across the Delta region. The DRA announced more than $9 million of investments in 70 projects 

across the eight-state region through the States’ Economic Development Assistance Program (SEDAP). The projects focus on the 

DRA’s four investment priorities of Basic Public Infrastructure, Transportation Infrastructure, Workforce Development and Education, 

and Business Development. These DRA investments leverage an additional $325 million in other public and private investment that

contribute to job creation and retention, infrastructure development, and business attraction.

December 2013:

In December, Secretary Penny Pritzker of the U.S. Department of Commerce announced the launch of Phase 2 of the Investing 

in Manufacturing Communities Partnership (IMCP), an administrative-wide initiative led by the White House and Commerce to 

encourage communities to devise comprehensive economic development strategies that strengthen their competitive edge in 

attracting global manufacturers and their supply chains. During this phase, communities will have an opportunity to compete for 

a special designation of “Manufacturing Community” that will elevate them in consideration for $1.3 billion in federal funding and 

direct technical assistance from ten cabinet departments/agencies—including the Delta Regional Authority.
 8

Federal Co-Chairman’s Annual Review

January 2014:

Southern Business & Development (SB&D) Magazine dedicated its Winter issue to featuring the opportunities for business 

investment in the Delta region and highlighting the successful models and communities of the Delta region that are prime locations 

for manufacturing investments. With the reshoring of jobs to the American South and Mexico, this issue was a prime opportunity for 

the Delta region and its communities to showcase their assets through editorial content and community asset marketing. The DRA 

hopes to make this an annual feature for SB&D Magazine.
 Delta Regional Authority – Budget Justifi cation and Annual Report 9

Overview of the Delta Regional Authority

Vision Statement

After decades of decline, the Delta Region will achieve a pattern of sustained growth. Increasing capital investment and productivity 

will establish the region as a magnet for talent and innovation, and will nurture a sense of place within each community.

Mission Statement

The DRA will serve as a regional focal point for resources, planning and ideas. The DRA will be a catalyst for investment in the 

communities and in the people of the Mississippi Delta.

The DRA, created by Congress in 2000, is a federal-state partnership serving 252 counties and parishes in an eight-state region. 

Led by presidentially appointed, senate confi rmed Federal Co-Chairman (FCC) Chris Masingill; presidentially appointed Alternate 

Federal Co-Chairman (AFCC) Mike Marshall; State Co-Chairman Governor Phil Bryant (MS); and the governors of each participating 

state, the Authority is designed to remedy severe and chronic economic distress by stimulating economic development and fostering 

partnerships that will have a positive impact on the Region’s economy.

The Authority helps economically distressed communities to leverage other federal and state programs and funding opportunities 

through the four funding priorities: basic public infrastructure, transportation infrastructure, business development, and workforce 

Development and training. Federal law requires at least 75 percent of the funds to be invested in distressed counties and parishes 

identifi ed pockets of poverty with 50 percent of the funds earmarked for basic public infrastructure and transportation improvements.

In Fiscal Year 2013, the DRA invested 82.5 percent of federal funding in distressed counties and parishes and urban pockets of 

poverty; moreover, DRA invested 54.1 percent of funds in basic public infrastructure and transportation improvements.

At the local level, the Authority coordinates efforts with a combination of community and federal agencies. Local development 

districts (LDDs), regional entities with a proven track record of helping small municipalities, counties and parishes improve basic 

infrastructure and stimulate growth, serve as the Authority’s front-line partners for project development and management. 

Economic Status of the Delta Region

Following the steepest decline in decades, per capita personal income (PCPI) in the U.S. continues to improve, though in real terms, 

income levels have yet to return to pre-recession levels. Nominal (unadjusted) PCPI in the U.S. increased at a compound annual 

growth rate (CAGR) of 2.7 percent between 2009—the year marking the recession’s end—and 2012, the most recent year for 

which data are available. PCPI in the eight DRA states grew slightly more slowly (2.5 percent annually), while in the 252 DRA counties 

and parishes average incomes grew slightly faster, with a CAGR of 3.0 percent during the same period. 

Although the DRA Region’s recent performance is encouraging, these short-term gains may not be sustainable over the long-term. 

There are several reasons for this. First, income fl uctuations in individual counties can impact the overall picture. In some cases, 

these “improvements” in PCPI have been the result of one-time events or statistical quirks. For example, several parishes affected by 

Hurricane Katrina in 2005 saw dramatic increases in PCPI in subsequent years. This seeming incongruity likely refl ects the infl ux of 

relief payments and new investment dollars measured against a diminished population. The 2009 revisions to the National Income 
 10

Overview of the Delta Regional Authority

and Product Account, which changed how the financial effects of disasters are captured, may also have contributed to the region’s 

growth in PCPI during this time period. Other strong performances can be attributed to dramatic growth in energy-related industries 

and record farm profits, both of which have a significant influence on a number of the DRA counties. Both the energy and agricultural 

sectors, however, are subject to high levels of volatility.

The significant equalizing effect of the last recession is also a consideration when comparing the Delta Region to the nation as a 

whole. U.S. income levels grew steadily in the 1990s and in the years leading up to the downturn. This period of economic expansion largely bypassed many of the DRA counties. As a result, the impact of the recession on income in the Delta counties as a group 

was less dramatic in percentage terms relative to the U.S. average. While PCPI declined nationally by 4.4 percent in real terms 

from 2007 to 2009, average incomes across all DRA counties rose by 2.1 percent. Similarly, the single-year drop in income levels 

experienced nationally during the height of the 

recession was less severe across the Delta 

Region when compared to the U.S. as a 

whole. Between 2008 and 2009, PCPI for the 

U.S. decreased by 3.4 percent in real terms; at 

the same time, average incomes in the Delta 

Region remained virtually unchanged. 

To help reduce the effect of these anomalies, the projections of nominal PCPI 

growth shown in Figure 1 were calculated 

using pre-recession growth rates. Under this 

scenario, income growth in the DRA region 

would continue to closely parallel that of the 

eight DRA states over the next two decades. 

However, both would lag behind the U.S. 

projected average. 

By 2033, PCPI for the U.S. is projected to reach $108,709. For the DRA region, total PCPI is forecast to reach just $88,202 over the 

same period, or 81 percent of national levels. By contrast, PCPI for the eight states would rise to $93,735 or 86 percent of the U.S. 

level. With shrinking opportunities to earn more money relative to those outside the region, Delta residents with marketable skills may 

well migrate elsewhere in search of better paying jobs. 

One trend that has not improved in recent years is the region’s increasing dependence on public assistance relative to the DRA states 

and the U.S. To illustrate this point, Figure 2 shows the ratio of total wage and salary disbursements (earnings) to total government 

transfer payments for the DRA region and the eight DRA states. The annual ratio for the U.S. is set to 100 and represents the baseline ratio of earned income to transfer payments. The lower an index falls below 100, the greater the region’s reliance on transfer 

payments relative to the rest of the country. It is obvious that both the states and the region are growing increasingly dependent on 

transfer payments as a source of income. The sharp decline in the regional index in the mid-2000s is likely the result of Hurricane 

Katrina related payments. Improvements in the latter half of the decade likely reflect gains from energy-related income. Although the 

index has recovered somewhat in recent years, the overall trend of the past several decades is clear: Delta residents are increasingly 

earning less income derived from work.

FIGURE 1 -- PROJECTED PER CAPITA INCOME

Figures based on 1995-2005 CAGR (unadjusted) applied to 2012 income

SOURCE: U.S. Bureau of Economic Analysis, U.S. Bureau of Labor Statistics.

Future income projections do not account for the impact of inflation.

U.S. DRA States DRA Counties

$120,000

$110,000

$100,000

$90,000

$80,000

$70,000

$60,000

$50,000

$40,000

$30,000

2013 2018 2023 2028 2033

$45,673

$41,448

$38,058

$93,735

$88,202

$108,709
 Delta Regional Authority – Budget Justifi cation and Annual Report 11

Overview of the Delta Regional Authority 

A distinguishing characteristic of the Delta 

Region is the pervasiveness of poverty. 

For the period 2008-2012, the average 

poverty rate of the Delta was 20.6 percent, 

signifi cantly higher than the national average 

rate of 14.9 percent. Although the poverty 

rate for the region overall was higher than 

the U.S. average, counties and parishes with 

particularly high rates tend to be clustered 

along the Mississippi River and in the DRA 

counties of Alabama.

Among states in the Delta Region, Alabama 

had the highest poverty rate during the 

period, with an estimated 22.3% of 

residents — more than one in fi ve — living 

in poverty. Five of the eight DRA states had 

rates in the upper teens: Louisiana (18.7%), 

Arkansas (18.7%), Kentucky (18.6%), 

Alabama (18.1%), and Tennessee (17.3%). 

Only Illinois, with an estimated 13.7% poverty 

 rate, had an average rate below that of the U.S. 

As demonstrated by Table Three, of the 252 counties and parishes 

within the Delta Region, roughly one-third (32%) had poverty rates 

above 25 percent. The highest rates were in East Carroll Parish, 

Louisiana (44.9%), and Holmes County, Mississippi (42.6%), while 

the lowest rates in the region were in Grant County, Arkansas (8.4%), 

and Cameron Parish, Louisiana (8.9%).

While high poverty rates are a reality in the Delta region, this 

factor reinforces the focus and encourages the efforts of DRA. 

This is manifested in DRA initiatives, programs, and collaborative 

efforts such as: Delta Leadership Institute, an Executive Academy 

that cultivates the capacity of the region’s leaders by educating them 

on an array of policy matters such as public health, infrastructure, 

and bio-economics; Innovative Readiness Training, which provides 

healthcare services to Delta residents provided my military personnel; and Operation JumpStart, DRA’s entrepreneurial development 

program, which targets and trains potential entrepreneurs to develop 

sustainable employment in the region. 

TABLE 1 -- 10 HIGHEST/LOWEST POVERTY RATES 

 County/Parish State Percent of Population

 Below Poverty Level

10 Highest Poverty Rates

 1 East Carroll Parish Louisiana 44.9

 2 Holmes County Mississippi 42.6

 3 Humphreys County Mississippi 41.2

 4 Jefferson County Mississippi 41.1

 5 Wilcox County Alabama 39.4

 6 Lefl ore County Mississippi 39.3

 7 Sumter County Alabama 38.1

 8 Quitman County Mississippi 37.8

 9 Washington County Mississippi 37.5

 10 Coahoma County Mississippi 37.4

10 Lowest Poverty Rates

 1 Grant County Arkansas 8.4

 2 Cameron Parish Louisiana 8.9

 3 DeSoto County Mississippi 10.2

 4 LaSalle Parish Louisiana 10.4

 5 Calhoun County Arkansas 10.5

 6 St Genevieve County Missouri 10.7

 7 Plaquemines Parish Louisiana 11.0

 8 Ascension Parish Louisiana 11.2

 9 Johnson County Illinois 11.3

 10 Rankin County Mississippi 11.4

Source: 2008-2012 American Community Survey 5-Year Estimates

SOURCES: U.S. Bureau of Economic Analysis

U.S.

DRA Counties

DRA States

DRA County Trend

DRA State Trend

120

110

100

90

80

70

60

50

1970 1975 1980 1985 1990 1995 2000 2005 2010

FIGURE 2 -- SOURCE OF INCOME INDEX

Illustrates reliance on transfer payment as a source of income relative to the U.S.

US=100.0

99.1 88.3

73.5

69.4
 12

Federal Family Partnerships

Delta Health Care Services Grant Program (USDA/DRA)

The prevalence of diabetes and other chronic diseases in the Delta creates a major impediment to Delta residents’ abilities to 

lead happy, productive lives – a problem which is only furthered by a lack of access to quality and affordable health care in the Delta.

To address these problems, in partnership with US Department of Agriculture’s (USDA) Rural Business Cooperative Service, 

DRA has made a commitment as a Delta Health Care Grant Services Program (DHCS) funding partner. The DHCS program is 

designed to provide financial assistance to address the continued unmet health needs in the Delta region through cooperation 

among health care professionals, institutions of higher education, research institutions, and other individuals and entities in the 

Delta Region. DHCS grant funds may be utilized for the development of health care cooperatives, health care services, health 

education programs, health care job training programs, and the development and expansion of public health related facilities. 

Grants will be awarded to eligible entities in the Delta region that serve communities of no more than 50,000 inhabitants to help 

them address the long-standing and unmet health needs of the region. The FY 2014 Notice of Funds Availability is being finalized 

and will soon be announced.

For the FY 2013 round, DRA contributed $300,000 to the funding program as a match to an additional $2,775,327 in USDA 

funds for the Delta region. The program has been reauthorized in FY 2014, and USDA has preliminarily committed approximately 

$2.7 million in additional funds to support this competitive grant program.

In the last round, the DHCS program funded ten projects in six states, including: a “Healthcare on Wheels” program in Alabama 

provided health care services to areas currently lacking clinics, hospitals, emergency and general provider services. In Kentucky, 

a “TeleCare” Project strengthened the tele-health infrastructure for rural critical access hospitals with necessary equipment and 

additional resources. Funding in Louisiana allowed rural nursing homes to conduct cardiology, pulmonology, nephrology, oncology 

and wound care consultations on-site. 

Delta Communities Capital Initiative (DCCI) -- (In Development)

The longevity and prosperity of small businesses and entrepreneurs are main drivers of strong regional economies in the Delta. 

DRA’s empirical research has shown that small business establishments with nine or fewer employees have been responsible for 

over 91% of the net job creation since 1992. Furthermore, DRA research indicates that 85 to 90 percent of entrepreneurs that 

graduated from DRA’s training program, Operation JumpStart, do not have access to affordable capital. 

Affordable access to capital is a crucial component of strengthened productivity and growth for businesses in the Delta. Yet many 

businesses in rural and minority communities do not have the opportunity to secure the capital they need to start and grow their 

enterprises. In order to address this need, the DRA is collaborating with the Federal Reserve Bank of St. Louis and the Hope 

Enterprise Corporation (Hope EC), which provide affordable and accessible banking services to some of the Delta’s most rural 

and isolated communities, to raise awareness of the need for affordable access to capital. DRA is also eager for opportunities to 

directly infuse our region with capital access for rural enterprises.

The Delta Communities Capital Initiative (DCCI) would begin to meet this need. DCCI is an initiative being designed in 

collaboration with the Department of Housing and Urban Development (HUD) and other federal agency partners. The goal of this 
 Delta Regional Authority – Budget Justifi cation and Annual Report 13

Federal Family Partnerships

initiative is to increase access to capital for affordable business lending in the chronically underserved and undercapitalized Delta 

region. Specifi cally, it will provide direct investment and technical assistance to community development lending and investing 

institutions in the Delta. This initiative will also help entrepreneurs and small business owners -- especially those in minority and 

marginalized communities -- gain access to capital, enabling them to expand and enhance their businesses. The Delta Regional 

Authority is enthusiastically looking forward to the completion and announcement of this partnership program in 2014.

Healthy Workforce Challenge

In the Autumn of FY 2013, the DRA made its fi rst investments into its Healthy Workforce Challenge initiative. The DRA 

joined the Health Resources and Services Administration (HRSA) in announcing twelve new recipients of the Delta States 

Rural Development Network Grant Program, and the fi ve new DRA Healthy Workforce Challenge awardees. DRA was able to 

augment HRSA’s investment of $5.4 million with an additional $800,000 in funding. The Healthy Workforce Challenge initiative 

was designed to facilitate the development of pilot programs that work with local business and industry to incentivize healthy 

living through behavioral changes in the workplace. At minimum, these behavioral changes were instructed to include a focus 

on smoking cessation, weight loss, exercise programs with documentable activity logs, regular health checks, and improved 

healthy lifestyles.

Innovative Readiness Training

Since 2009, DRA has partnered with the Department of Defense (DOD) to provide rural health care via the Innovative Readiness 

Training (IRT) program.

The IRT program brings military medical personnel in-training to underserved communities of the Delta region to provide free 

medical care to residents. DRA plays the vital role of guiding communities through the application, planning, and implementation 

processes. Since 2009, military reserve forces have provided general medical care, optical care, dental care, veterinary services, 

nutritional education, mental health care, and other support services to 35,000 Delta residents at ten sites across three states. 

This past summer alone, 500 military medical personnel saw nearly 14,000 patients and provided free medical care including 

-- 3,766 optical exams, 4,252 oral exams resulting in 4,314 tooth extractions, and 4,373 general check-ups -- to Delta residents

that often have little to no access to these services.

In the Delta Region, where today 20 percent of the population is uninsured, last summer’s missions took on a new role by 

educating communities about the new health insurance coverage options available through the Affordable Care Act. DRA 

facilitated education and outreach by providing each of the nearly 14,000 patients seen, and their families, with health resource 

and “preenrollment” cards, a resource created by DRA to help patients understand the ACA and connect them to resources like 

the HHS hotline and care services provided by Federally Qualifi ed Health Centers. The distributions of these resources helped to 

ensure that the medical services provided by military reserves will be complemented with follow-up and future preventive care.

Increasing Access to Affordable Health Care: Affordable Care Act (ACA) Outreach Efforts

In order to address critical unmet health needs and improve health outcomes in the Delta region, DRA led a proactive effort 

throughout the Summer of 2013 and is continually working to help uninsured families and individuals gain access to affordable 
 14

Federal Family Partnerships

health insurance coverage through the Administration’s policies and outreach under the Affordable Care Act (ACA). In 2013, DRA

utilized the summer months in advance of the ACA open enrollment period to educate uninsured and underinsured individuals 

about the options that would become available to them in the fall. This outreach was held in coordination with the Department of 

Defense’s four Innovative Readiness Training (IRT) medical missions held in six Delta states.

Through the IRT program, military medical personnel provide free medical treatment to individuals in underserved communities. 

In DRA’s five-year partnership with this Department of Defense program, over 35,000 patients have received free medical care. 

This past summer, 500 military medical personnel saw nearly 14,000 patients and provided free medical care--including 3,766 

optical exams, 4,252 oral exams resulting in 4,314 tooth extractions, and 4,373 general check-ups--to Delta residents that often 

have little to no access to these services.

Simultaneously, DRA facilitated Affordable Care Act (ACA) outreach efforts by providing each of the 14,000 patients and their 

families with health resource and “pre-enrollment” cards, a resource created by DRA to help patients understand ACA and 

connect them to resources like the HHS hotline and Federally Qualified Health Centers. These cards helped to ensure that the 

medical services provided by military reserves would be complemented with follow-up and future preventive care. DRA also 

worked with the US Small Business Administration to hold six educational ACA seminars in six states to educate small business 

owners and employees on the impacts and opportunities ACA would bring to small businesses. 

DRA continues to work diligently to support health education and outreach, helping to connect patients with health resources 

and ensure that affordable insurance and care options continue to become available and accessible in the Delta. In March, 

DRA has been asked to help coordinate the “Healthy Young America Summits” in New Orleans and Memphis, an initiative led 

by the White House Office of Public and Engagement in partnership with the U.S. Department of Health and Human Services, to 

encourage young Americans to enroll through the health insurance marketplace. DRA also plans to host its own series of workshops to encourage ACA outreach and enrollment – events that would bring together and help bolster Navigators’ abilities to 

align efforts, share “best practices”, and identify solutions for enhanced outreach. Finally, DRA will once again conduct enrollment 

outreach in conjunction with the 2014 round of our Innovative Readiness Training partnership with the Department of Defense.

Investing in Manufacturing Communities Partnership (IMCP)

The DRA recognizes--as the President has stressed--an important trend: manufacturing jobs that were previously lost are 

now returning to U.S. soil. DRA is committed to supporting the President’s agenda to encourage a resurgence of domestic 

manufacturing investment and thus increased job creation. Last year, we saw a record number of major manufacturing investments 

in the South in the past 20 years – projects that bring at least 200 jobs and/or $30 million investments. In 2012, there were 13 

billion-dollar-plus projects in the South–and in 2013 we had a billion-dollar investment commitment in Arkansas by NuCor Steel.

To encourage the attainment of world-class and job-creating manufacturing investments in Delta communities, DRA became 

a partner this past year in helping to develop the Investing in Manufacturing Communities Partnership (IMCP), an administrationwide initiative led by the White House and the U.S. Department of Commerce. The program upholds the President’s mission to 

support a resurgence of manufacturing in the U.S. and to help communities strengthen their competitive edge in attracting global 

manufacturers. In addition to providing support throughout the development phase of this program, DRA agreed to be one of 

numerous partner agencies providing funding and technical assistance for the IMCP. The FY 2014 IMCP Federal Register Notice 
 Delta Regional Authority – Budget Justifi cation and Annual Report 15

Federal Family Partnerships

lists DRA as a partner providing preferential consideration and/or supplemental awards for designated IMCP manufacturing 

communities.

Promise Zones

DRA recognizes that safe neighborhoods and public housing, effective educational programming in schools, and plentiful 

opportunities for job-related skills training and workforce development are all key to strengthening regional economies and 

improving lives. In eleven project cycles, DRA has invested more than $8.8 million in workforce development programs; nearly 

$3 million in past two years. DRA is committed to supporting initiatives that give students more exposure to the working world, 

that scale technology to personalized learning, that meaningfully engage businesses, and that make local communities safe, 

productive places to live, work and play.

In that spirit, DRA has and will continue to support the President’s mission to elevate and strengthen the middle class by 

developing ladders of opportunity through the Administration’s “Building Promise Zones” initiative. DRA has already worked hard 

to support the Administration’s 2013 commitment to award a Promise Zones designation to twenty high-poverty communities 

over the next four years, which will provide awardee communities preferential access to federal investments, intensive federal 

support partnerships, and tax incentives to spur job creation. To date, the Delta Regional Authority has collaborated with its 

federal family partners and worked to ensure effective outreach to eligible applicants in the Delta region by providing information 

and support throughout the application process. Two applicants from the Delta region that DRA worked with were Promise Zones 

fi nalists -- the city of New Orleans and the Kisatchie- Delta Regional Planning and Development District in Louisiana -- and DRA 

has already begun working to help Delta applicants win a Promise Zone designation in the next round.

USDA StrikeForce

USDA’s StrikeForce for Rural Growth and Opportunity Initiative recognizes that nearly 85 percent of America’s persistent 

poverty counties are in rural areas. StrikeForce, fi rst launched in 2010, is designed to address rural poverty by helping to 

increase investments and create opportunities in poverty-stricken communities. Recently, DRA leadership met with two USDA 

undersecretaries to discuss how StrikeForce can get more involved with Delta communities, and DRA helped USDA identify 

prime locations in the region for StrikeForce effectiveness -- target areas within which DRA will be able to vertically integrate the 

components necessary for success.

The steps that DRA has taken to work more closely with the StrikeForce program will deliver strong outcomes for the region, 

especially considering the strength of StrikeForce outcomes nationwide. Since 2010, through StrikeForce, USDA has partnered 

with more than 400 community organizations, businesses, foundations, universities and other groups to support 80,300 projects 

and ushered more than $9.7 billion in investments into rural America. DRA will continue to work closely with the StrikeForce 

program to leverage funding and technical assistance for the Delta.
 16

Federal Family Partnerships

Workforce Development and Training

DRA realizes that the expectations and demands for today’s jobs are not what they used to be. The talent bar is rising. 

Laborers in the Delta need to be prepared, or they will be left behind. In collaboration with the Federal Reserve Board of Atlanta, 

and the Federal Reserve Board of St. Louis, and Mississippi Manufacturer’s Association, the Authority sat down to discuss the 

state of the region’s workforce and best practices for the future during the October 2013 Future of Workforce Development in 

Mississippi conference in Jackson, MS. In September 2013, the Delta Regional Authority in partnership with Southern Growth 

Policies Board (SGPB) released a report entitled, “2013 Report on the Future of the South: Re-imagining Workforce Development” 

during the annual meeting of the Southern Governors’ Association (SGA) in Louisville, Kentucky. DRA channels its workforce 

development efforts through the scope of its Reimagining Workforce Development Initiative which provides the following framework: Reimagine Readiness, Reengage Adult Learners and Disconnected Youth, and Realign Relationships and Resources.
 Delta Regional Authority – Budget Justifi cation and Annual Report 17

Delivering Greater Impact through 

Performance and Management Improvement:

DRA Strategic Performance Plan

In order to remain true to its mission, the Delta Regional Authority emphasizes the need to strengthen its internal processes. The 

DRA routinely re-evaluates its procedures - identifying areas for growth - in order to maximize effi ciency of the Authority toward 

greater outcomes. Resultantly, DRA can boast substantial improvements in all of its function areas. Across its four departments 

(Project Development and Management, Communications and Stakeholder Engagement, Administration, and Policy) the Authority 

has set new priority goals for itself in Fiscal Year 2014. These priority goals span across its:

 • Management objectives;

 • Innovation and customer service priorities;

 • Critical mission support areas; and

 • Other management improvements.

Project Development and Management

DRA’s Department of Project Development and Management fosters the development of viable projects throughout the DRA 

footprint that will foster climates of opportunity for both the public and private sectors alike. Its key award program – the States’ 

Economic Development Assistance Program (SEDAP) – is the vehicle used to drive this vision and is discussed at length later in 

this document. Below is an itemization of improvements the department has made recently as well as goals and recommendations to which that the department will hold its self accountable.

Improvement Summary

The Department of Project Development & Management has taken numerous steps to both increase and maximize effi ciency, internally, as well as among its partners, awardees, and other awarding agencies. Recently introduced internal controls include the:

 • Creation of standard forms for the transfer of funds (DRA Form 454);

 • Budget and Program Modifi cation Form; and

 • Scope Change Request Form.

These controls have resulted in greatly increased traceability of all transactions within a given time frame. Additionally, the 

Department has implemented a standard response time of 48 hours for any inquiry received. This has had a direct impact 

on increased customer satisfaction and has been refl ected in surveys administered to DRA partners. Furthermore, efforts are 

underway to streamline and reduce fi les and hard copies for all projects, by electronic communication and documentation of 

correspondences which will allow for instantaneous recall of information for constituents and partners.
 18

Delivering Greater Impact through 

Performance and Management Improvement:

DRA Strategic Performance Plan

Priority Goals

In Fiscal Year 2014 the Department of Project Development and Management will realize the following goals toward enhanced 

customer service, critical mission support, and management improvements:

• Research the overall effectiveness (e.g. cost, process efficiency, etc.) of introducing awards management 

 software to better assist in the awarding, tracking, invoicing and maintenance of awards.

• Reconciliation of all financial records between the Delta Regional Authority (DRA) and the General Services 

 Administration (GSA). This shall ensure proper and accurate accounting for DRA finance department.

• Undertake redesign of SEDAP web portal which result in a more user friendly and easily accessible application 

 process for users/partners.

• Disposal/Retention of closed award files in accordance with federal regulation.

• Strengthen training initiatives and collaborative efforts with Local Development Districts.

• Execute site visits for no less than 20 percent of all active projects.

Due to the limited staff, redundancy and overlap is necessary to reduce errors and omissions. With that in mind, the Department 

recommends the following actions be taken to strengthen the department:

• Continue to refine and maximize staff for internal processes and

• Continue inter-departmental communication to achieve desired outcomes.

Communications and Stakeholder Engagement

DRA’s Communications and Stakeholder Engagement Department ensures appropriate and timely communication with the 

Authority’s stakeholders on a variety of topics. This includes but is not limited to: distribution of a monthly newsletter; real time 

event updates through social media sites; and coordination of notice to proceed (NTP) events for awardees among many other 

tasks. Below is an itemization of improvements the department has made recently as well as goals and recommendations to 

which that the department will hold its self accountable.

Improvement Summary

The Communications and Stakeholder Engagement Department has taken numerous steps to both increase and maximize 

efficiency, internally, as well as among its partners, awardees, and other awarding agencies. In order to ensure that communications staff is completing all necessary tasks as part of larger operations, it have begun to list out protocols for numerous daily 

operations that the Communications department carries out such as website edits and updates, newsletter development and 

release, press and other public events, and social media. These documented protocols can be used by current staff to ensure 

that all actions are fulfilled and by future staff to assist in transition to and training of newly-hired staff members. Additionally, 
 Delta Regional Authority – Budget Justifi cation and Annual Report 19

Delivering Greater Impact through 

Performance and Management Improvement:

DRA Strategic Performance Plan

the communications staff continue to expand its use of SharePoint to archive pictures, press releases, briefi ngs, and other 

documents to assist in research for current press releases and briefi ng and use as templates for future content production.

Priority Goals

In Fiscal Year 2014 the Communications and Stakeholder Engagement Department will realize the following goals toward enhanced customer service, critical mission support, and management improvements:

 • Expand digital coverage and outreach through website and social media efforts.

 - New vendor for website and digital media support.

 - Expand social media engagement through coordinated campaigns around different

 policy initiatives (with federal and local partners support).

 • Identify other opportunities with larger coverage and content such as partnership with

 Southern Business & Development magazine.

 - Expand coverage with national papers, highlighting popular programs/policy initiatives.

 • Arrange Federal Co-Chairman and Alternate Federal Co-Chairman public engagements so

 that they visit at least 12 new counties in the coming year.

The Communications and Stakeholder Engagement Department routinely assesses ways to reduce overlap, duplication, and 

increase effectives in its department. To that end, the Department recommends the following actions be taken to strengthen the 

department:

 • Better streamlining of newsletter production, review, and release – we need more clearly

 defi ned roles for each person in this process.

 • Better utilize SharePoint for document management (agency-wide) especially in the sense

 updating drafts.

 • On-ground staff should be responsible for all social media updating during public events.

Administration

DRA’s Administration Department manages the back offi ce operations that allow all other departments to thrive in its respective 

areas. Command of its internal processes allow for the agency to excel it in independent fi nancial audits and to provide timely 

payments to awardees among other tasks. Below is an itemization of improvements the department has made recently as well 

as goals and recommendations to which that the department will hold its self accountable. 
 20

Delivering Greater Impact through 

Performance and Management Improvement:

DRA Strategic Performance Plan

Improvement Summary 

The Authority’s emphasis on strengthened administrative and financial practices and procedures has resulted in the following 

accomplishments:

• Successfully passed 270 compliance tests with zero exceptions during FY 2013 audit in its SEDAP program.

• 12 consecutive unqualified independent financial audits.

• Increased emphasis on internal controls has yielded stronger accounting and financial systems.

• Negotiated lower data and voice services costs (yielding more than $10,000 in overhead savings a year).

• Negotiated lower rent for the Washington, D.C. office (yielding a saving of nearly $20,000).

Priority Goals

In Fiscal Year 2014 the Administration Department will realize the following goals toward enhanced customer service, critical 

mission support, and management improvements:

• Ongoing cross-training of employees;

• Emphasis on development of/quality control on operating procedure for all departments;

• Facilitation of quarterly leadership in-service workshops; and

• Ongoing assessment of DRA management guidelines to include continual reviews and

 updates which include a cross trained staff.

DRA Administrative and Operational staff does understand the public’s concern with governmental overlap and duplication. 

At DRA, it is the case that the Department is at bare minimum levels due to administrative funding caps such that it does not 

experience overlap and duplication of efforts. In fact, with its skeleton staff, the Authority must be mindful of separation of duties 

for quality control purposes.

Policy

DRA’s Policy Department aims and to deliver quality programs and services to its constituents all while enhancing its visibility 

on a national stage. Healthcare services, technical assistance, leadership cultivation, and 21st century workforce readiness 

demonstrate the breadth of the Authority’s policy scope. Below is an itemization of improvements the department has made 

recently as well as goals to which that the department will hold its self accountable.
 Delta Regional Authority – Budget Justifi cation and Annual Report 21

Delivering Greater Impact through 

Performance and Management Improvement:

DRA Strategic Performance Plan

Improvement Summary

The Policy Department has taken numerous steps to expand its services and maximize effi ciency as evident by the outcomes 

it has realized in the past year. Its regional leadership academy released a request for proposals (RFP) for new partnership 

to facilitate DRA’s executive academy. The result has been the formation of a multi-entity collaboration with three regional 

institutions of higher education as well as a leadership network partnership with the Harvard University Kennedy School of 

Government. The Authority’s Innovative Readiness Training (IRT) program – a partnership with the U.S. Department of Defense 

– provided medical, optical, and dental services to residents across its eight-state footprint. Quality health care services were 

valued at $2.7 million and nearly 13,000 patients were served. DRA co-hosted a regional forum with its partner – The White 

House Council on Strong Cities, Strong Communities (SC2). The Authority continues to play a role in launching federal funding 

programs with its federal partners. Examples include: Investing in Manufacturing Communities Partnership (IMCP), Make it in 

America Challenge (MIIA), Promise Zones, Rural Jobs and Innovation Accelerator Challenge and a host of other federal initiatives 

both active and forthcoming.

Priority Goals

In Fiscal Year 2014 the Policy Department will realize the following goals toward enhanced customer service, critical mission 

support, and management improvements:

 • Support presidential initiatives through an array of strategic efforts including: planning and 

 facilitating regional forums, hosting technical assistance workshops, and hosting listening

 forums – to name a few.

 • Enhance capacity of constituents to contend for federal awards on a national scale by

 raising awareness and through technical assistance training of forthcoming opportunities.

 • Buy in to and layer on federal award programs so its constituents will have the opportunity

 to benefi t from substantial programs.

 • Participate and advocate in discussions (at all levels) where its constituents have a stake

 (e.g. White House Rural Council meetings, regional convenings, local forums where DRA

 is invited to participate, etc.).
 22

This page was intentionally left blank.

 24

This page was intentionally left blank.
 Delta Regional Authority – Budget Justifi cation and Annual Report 25

Table 2 -- Sources and Uses for Fiscal Years 2013 to 2015 Appropriations

 FY-2013 Actual FY-2014 Budgeted FY-2015 Requested

Sources: Appropriation $ 11,677,000 $ 12,000,000 $ 12,319,000

 Less:

 Rescission (23,354) 0 0

 Sequestration (587,423) 0 0

Available Funds $ 11,066,223 $ 12,000,000 $ 12,319,000

Uses:

 Operations $ (1,626,699) $ (1,597,480) $ ( 1,546,241)

 LDD TA Support (477,792) (453,902) (453,902)

 SEDAP (8,961,732) (9,448,618) (9,818,857)

 Emergency/Contigency (500,000) (500,000)

Table 3 -- Programmatic Expenditures -- Fiscal Years 2013 to 2015 Appropriations

 FY-2013 Actual FY-2014 Budgeted FY-2015 Requested

LDD TA Support $ 477,792 $ 453,902 $ 453,902

SEDAP 8,961,732 9,448,618 9,818,857

Total $ 9,439,524 $ 9,902,520 $ 10,272,759 

Table 4 -- Operating Expenditures -- Fiscal Years 2013 to 2015 Appropriations

 FY-2013 Actual FY-2014 Budgeted FY-2015 Requested

Compensation & Benefi ts $ 993,422 $ 1,011,012 $ 973,459

Travel 123,986 124,730 134,132

Meetings & Conferences 70,008 56,000 53,200

Overhead, Research 439,283 405,738 385,450

& Contractual Services

Total $ 1,626,699 $ 1,597,480 $ 1,546,241

Delta Regional Authority

Fiscal Year 2015 Budget Submission
 26

Table 5 -- Federal Appropriations: Sources and Uses for Fiscal Years 2013 to 2015

 FY-2013 Actual FY-2014 Budgeted FY-2015 Requested

Sources:

 Available Funds $ 11,677,000 $ 12,000,000 $ 12,319,000

 Less Sequestration (587,423) - -

 Less Rescission (23,354) - -

Net Available Funds $ 11,066,223 $ 12,000,000 $ 12,319,000

Uses:

Administration 1,626,699 1,597,480 1,546,241

 Personnel Compensation

 Federal Personnel Compensation 534,113 501,067 476,014

 Non-Federal Employee

 Compensation 220,425 174,420 165,699

 Contractor Compensation 5,625 84,986 93,735

 Non-Federal Open Positions - - -

 Total Personnel Compensation 760,163 760,473 735,447

 Personnel Benefits

 Federal Personnel Benefits 159,520 149,718 142,232

 Non-Federal Personnel Benefits 73,739 100,821 95,780

 Total Personnel Benefits 233,259 250,539 238,012

 Total Personnel Compensation

 and Benefits 993,422 1,011,012 973,459

 Travel

 Federal Travel 93,250 92,730 103,732

 Non-Federal Travel 30,736 32,000 30,400

 Total Travel 123,986 124,730 134,132

Delta Regional Authority

Fiscal Year 2015 Budget Submission
 Delta Regional Authority – Budget Justifi cation and Annual Report 27

Table 5 -- Federal Appropriations: Sources and Uses for Fiscal Years 2013 to 2015

 FY-2013 Actual FY-2014 Budgeted FY-2015 Requested

 Meetings and Conferences

 Total Meetings and Conferences 70,008 56,000 53,200

 Contractual Services and Supplies

 Rent, Telecommunications, Utilities, 

 and Postage 92,699 95,300 90,535

 Insurance 1,340 13,200 12,540

 Professional Contractual Services 272,426 186,400 177,080

 Communications and 

 Public Engagement 8,596 37,385 35,516

 Professional Development 4,906 11,000 10,450

 Printing, Reproduction, 

 and Other Publications 44,724 32,252 30,639

 Supplies and Materials 7,948 18,700 17,765

 Equipment 6,644 11,500 10,925

 Total Contractual Services 

 and Supplies 439,283 405,738 385,450

Total Expenditures 1,626,699 1,597,480 1,546,241

SEDAP $ 8,961,732 $ 9,448,618 $ 9,818,857

Emergency/ Contingency - 500,000 500,000

LDD Administration 477,792 453,902 453,902

Delta Regional Authority

Fiscal Year 2015 Budget Submission
FY 2013 States’ 

Economic Development

Assistance Program (SEDAP)
 Delta Regional Authority – Budget Justifi cation and Annual Report 29

FY 2013 States’ Economic Development 

Assistance Program (SEDAP)

To better serve the DRA region, the Authority – under Chairman Chris Masingill’s leadership – has both realigned and reprioritized 

the goals of DRA’s investment program, now known as the States’ Economic Development Assistance Program (SEDAP). SEDAP’s 

current focus is on project development and management. Following the Chairman’s example, staff members now play a more 

active role in developing funded projects, building relationships, and connecting applicants and project developers to other 

funding sources thereby helping to complete needed projects. This approach is more holistic in nature and allows the Authority 

to be responsive to fl uid economic development opportunities. SEDAP is now providing fl exible funding solutions for the region.

Clearly, economic development has always been an integral part of the process for each of the SEDAP applications received 

by the DRA. The Authority is now better positioned to fi ll this role as a project developer rather than simply a funding source for 

economic and community development. Chairman Masingill is actively engaged in developing the necessary tools and resources 

to help achieve the Authority’s goals for this program.

The Authority’s 2013 SEDAP compliments the economic development activities taking place in the Region. From top to bottom, 

the entire program is crafted with the economic developer in mind. Highlights of the program include:

Administrative Notice -- A document and method used by DRA to make and track policy and procedural changes. Annually, 

DRA reviews its procedures and programs for necessary revisions. These updates are encapsulated and offi cially announced 

through an Administrative Notice, which is made public to our stakeholders.

Automated Application Website -- A web-based portal, found on www.dra.gov, allows applicants to fi ll out and submit 

applications for DRA investment programs. After release of the awards the site provides back-offi ce support and tools for the 

management of constituent portfolios. Each of the DRA partner groups (DRA staff, DRA board, LDDs, and applicants/awardees) 

will have a customized web presence to assist in monitoring application and project activity. Transparency and accountability are 

enhanced through the utilization of this technology.

Critical Development Projects -- These projects include investment(s) of $3 million or more from public and/or private 

sources and - other than for technology-related projects - for which 350 or more jobs created and/or retained. Some developers 

refer to these projects as “super projects” because of the signifi cant economic impact they bring to an area.

Emergency/Contingency (E/C) Account -- Funds set aside for projects defi ned separately as emergencies related to natural 

disasters, fi re, or unforeseen/unexpected developments that present a health and/or safety risk to communities; or contingency 

projects that fall outside the normal scope and/or timeline of the annual investment program. This funding program allows 

DRA the fl exibility to act quickly to assist with needed investments in order to help restore a community or secure an economic 

development projects.

Expedited Process -- One of several funding pathways, the “Expedited Process” will be initiated by the state when an 

immediate need exists for an economic development prospect project. A “prospect” would be a company committed to 

creating and/or retaining jobs in a community. Upon the request of the state, DRA will act quickly to complete the necessary 

review, eligibility determination, and award documentation delivery so as to meet the unique circumstances of the project. 
 30

Federal Priority Eligibility Criteria -- Investment priorities established by the Authority, which have been adopted from 

the President’s administration. Currently the four federal priorities for DRA investment are: 1) Innovation and Small Business, 

2) Regional Approach, 3) Multiple Funding Partners, and 4) Emergency Funding Need. The first priority focuses on job creation 

and/or retention and together with the other priorities these represent the primary objectives of the SEDAP program. Every funded 

project should meet at least one of these four federal criteria.

Priority Status Designation -- An eligible project that meets at least one goal or priority from each of the three additional areas 

of investment focus: 1) Federal Priorities (set by the administration), 2) Regional Development Plan goals, and 3) DRA State Plan 

goals and/or priorities. Projects meeting these requirements are given first consideration during the project selection process and 

have the best chance of receiving a SEDAP award.

Governors’ project recommendations, which are in line with Chairman Masingill’s and the President’s priorities, demonstrate the 

Authority’s continued emphasis of the four funding priority areas:

 

• Basic Public Infrastructure

• Transportation Infrastructure

• Business Development - emphasis on entrepreneurship

• Workforce Development

As seen in figures 3 and 4, basic public and transportation infrastructure project investments totaled $4,851,218 (54.1 percent 

of SEDAP investments) and funding for distressed counties and parishes was $7,396,813 (82.5 percent of investments) for 

Fiscal Year 2013. The total project funding allocation is $8,961,732. SEDAP funds leveraged $48,434,216 in additional project 

funding, a ratio of 5.3 to 1, and $276,672,253 in private investment, a ratio of 30.4 to 1. For the FY 2013 SEDAP funding cycle 

the following is projected:

• 1,096 jobs will be created

Business & Workforce Development

Basic Public & Transportation Infrastructure

54.1%

45.9%

Non-Distressed

Distressed

17.5%

82.5%

Figure 3 -- Share of SEDAP funding by Federal priority Figure 4 -- Share of SEDAP funding by distress status
 Delta Regional Authority – Budget Justifi cation and Annual Report 31

 • 1,149 jobs will be retained

 • 1,203 families will receive improved water and sewer

 • 1,242 individuals will be trained for jobs

Over the program’s 12 years DRA has contributed $119,188,005 to 799 projects in the eight-state region for total project 

costs of $800,233,261. Total project cost includes $681,045,256 in other federal, state, and local funds, a ratio of 5.7 to 1 in 

additional leveraged funds. Private investment totals $2,022,816,351, a ratio of 17.0 to 1. Since inception, the DRA Federal 

Grant and States’ Economic Development Assistance Programs have accomplished the following:

 • 9,476 jobs created

 • 7,855 jobs retained

 • 25,532 families received improved water and sewer

 • 3,745 individuals trained for jobs

Once all projects are completed the following is projected:

 • 13,512 jobs created

 • 11,014 jobs retained

 • 36,111 families received improved water and sewer

 • 12,912 individuals trained for jobs

The job creation and retention numbers above are guaranteed, to a large extent, through the execution of the DRA Private Entity 

Participation Agreement. The Participation Agreement was developed to demonstrate the private entity’s commitment to creating 

and/or retaining jobs and injecting capital investment into a funded project. Congress intends for DRA to track certain metrics 

such as jobs created, jobs retained, families affected, and people trained. DRA also tracks private leveraged investment in 

addition to the other public investment (other project funds). 

When DRA reports to Congress the results of the prior fi scal years, there is an increased level of confi dence in the metrics being 

reported due to this agreement. In the case of a project that benefi ts a private entity by allowing the entity to expand or locate 

a facility, DRA asks the private partner to show its commitment by agreeing to this legal document. In the event the private 

partner withdraws or does not meet its commitment, it is required to refund a percentage of the project investment to DRA as a 

“claw-back.”
 32

DRA Project Funding Process

Federal

Priority

Eligibility

Regional

Development Plan

Goals

Governor

State

Priorities

1

1 1

2 2

2

3

The following Venn Diagram depicts three additional areas of investment focus for projects determined to be eligible for 

funding. The three additional areas include: federal priorities, DRA Regional Development Plan goals, and goals from individual 

state strategic plans. Project applications should demonstrate how the proposed activities meet at least some of the priorities and 

goals from each of the three areas. In this way, a project becomes more competitive and rises in priority ranking.

The diagram provides a visual representation of how a project achieves the highest priority ranking. The area where all three 

circles overlap includes projects meeting some priority criteria in each area. Projects meeting criteria in two of the three areas 

have a lesser priority ranking and can be considered for funding after top priority projects have been funded.

Figure 5 -- DRA Project Funding Process
 Delta Regional Authority – Budget Justifi cation and Annual Report 33

DRA’s Four Funding Categories

• Basic Public Infrastructure

• Transportation infrastructure

• Business Development

• Workforce Development

Federal Priority Eligibility

 • Innovation and Small Business

• Regional Approach 

• Multiple Funding Partners

• Emergency Funding Need

Regional Development Plan Goals

• Competitive, Productive Workforce

• Physical and Digital Connections

• Sustainable Communities

 

Governor/State Priorities

• Specific For Each State

DRA Project Funding Priorities

The diagram lists the individual funding categories and priority criteria for each component. A project must fi rst meet the 

eligibility criteria found in the outer layer before passing through to the inner layers of additional investment focus. All eligible 

projects will be arranged from highest to lowest priority and project selections will be made from this list. Projects not meeting 

eligibility criteria in the outer layer are not reviewed further to determine priority ranking and will not be considered for funding.

Figure 6 -- DRA Project Funding Priorities 
 34

 

FY 2013 Schedule of Project Funds (Rounds 1 & 2) 

Due to sequester, the 2013 SEDAP funding cycle was divided into an accelerated round and a full round. Each state received 

a partial allocation, with the balance being obligated in round two of funding. In each of the below breakdowns, column one 

reflects the total amount allocated in each round and an aggregate allocation for each round. Additionally, each table depicts the 

division of project development funds based upon federal priority levels of Basic Public Infrastructure, Transportation Infrastructure, Business Development, and Workforce Development. 

Table 6 -- Schedule of FY 2013 Awards (Round 1)

Fiscal Year 2013

 DRA Total Priority Area: Obligated Project Funds 

 Basic Public Infrastructure $ 415,810 $ 1,687,674

 Transportation Infrastructure $ 274,817 $ 367,084

 Business Development $ 606,375 $ 15,516,457

 Work Development $ 260,271 $ 1,760,271

 

 Total: $ 1,892,463 $ 19,331,486 

 DRA Total

 State Allocation: Obligated Project Funds 

 Alabama $ 311,952.63 $ 311,952.63

 Arkansas $ 450,871.04 $ 450,871.04

 Illinois $ 224,964.47 $ 224,964.47

 Kentucky $ 267,559.26 $ 267,559.26

 Louisiana $ 523,870.30 $ 523,870.30

 Mississippi $ 427,689.42 $ 427,689.42

 Missouri $ 331,251.61 $ 331,251.61

 Tennessee $ 316,720.28 $ 316,720.28

 

 Total: $ 2,854,879.01 $ 2,854,879.01
 Delta Regional Authority – Budget Justifi cation and Annual Report 35

 

FY 2013 Schedule of Project Funds (Rounds 1 & 2) 

Table 7 -- Schedule of FY 2013 Awards (Round 2)

Fiscal Year 2013

 DRA Total

 Priority Area: Obligated Project Funds 

 Basic Public Infrastructure $ 2,064,796.00 $ 8,426,539.64 

 Transportation Infrastructure $ 1,760,595.34 $ 14,527,455.00 

 Business Development $ 2,026,135.97 $ 10,317,070.00

 Work Development $ 1,001,318.76 $ 2,869,299.10 

 

 Total: $ 6,216,398.75 $ 36,355,813.37

 DRA Total

 State Allocation: Obligated Project Funds 

 Alabama $ 667,295.83 $ 667,295.83 

 Arkansas $ 964,455.29 $ 764,455.29 

 Illinois $ 481,220.02 $ 481,220.02 

 Kentucky $ 572,334.26 $ 572,334.26 

 Louisiana $ 1,120,607.53 $ 1,120,607.53 

 Mississippi $ 914,867.65 $ 914,867.65 

 Missouri $ 708,578.15 $ 708,578.15 

 Tennessee $ 677,494.27 $ 677,494.27 

 

 Total: $ 6,106,853.00 $ 6,106,853.00 

Summary of Schedule of Funds

The fi rst section of Tables One and Two demonstrates the division of project development funds based upon federal priority levels. 

The tables refl ect the total amount of funds that the Authority has obligated to projects in each of the four funding categories for 

a total of $9,071,277.76. The total project funds of $55,687,299.37 are indicative of all funding resources, which have been 

pooled for each category to refl ect the aggregate funds for each category. The percentage of DRA’s contribution to the aggregate 

amounts of each funding category is derived by using the following formula using Basic Public Infrastructure (BPI) as an example: 

DRA obligated BPI of $3,105,516/Total Project Funds of $15,839,605 = 19.6 percent. 
 36

 

FY 2013 Schedule of Project Funds (Rounds 1 & 2) 

The second part of Tables One and Two illustrate the amounts allocated to each of the eight states using the predetermined 

allocation formula and criteria. Several factors are used in the Allocation Methodology and carry specific weight including the 

following:

Equity Factor 50%

Population Factor 10%

Distressed Population 20%

Distressed County Area 20%

Total: 100%

FY 2013’s allocation was as follows:

Table 8 -- FY 2013 States’ Allocations 

State Percent of Total Allocation Total Allocation

Alabama 10.93% $ 979,248.46

Arkansas 15.79% $ 1,415,326.33

Illinois 7.88% $ 706,184.49

Kentucky 9.37% $ 839,893.52

Louisiana 18.35% $ 1,644,477.83

Mississippi 14.98% $ 1,342,557.07

Missouri 11.60% $ 1,039,829.76

Tennessee 11.09% $ 994,214.55

Total: 100% $ 8,961,732.01
 Delta Regional Authority – Budget Justifi cation and Annual Report 37

Appeals Process

During determination of initial eligibility, there may be projects submitted that are deemed ineligible for funding. All applicants 

whose applications are deemed ineligible have the option to appeal. The Authority maintains appeals processes on the following 

conditions: 1) appeals may be submitted for ineligible projects; and 2) appeals may be submitted for projects determined eligible, 

but lack a priority designation, as listed in the SEDAP Manual, to address: Basic Public Infrastructure (BPI), Transportation Infrastructure (TI), Business Development (BD), or Workforce Development (WD).

Appeals Process

 1. Notifi cations sent to applicant.

 2. Applicant has fi ve (5) days to submit more documentation.

 3. Review of appeal by Project Development and Management team.

 4. Project sent to Federal Co-Chairman.

 5. Appeal results returned to applicant within three (3) working days.

Every effort is made to assist projects deemed ineligible or eligible and lacking priority status to meet the necessary criteria 

for funding. Of 106 applications deemed ineligible for FY 2013 SEDAP funding: 21 were appealed resulting in three reversals. 

To determine eligibility, DRA reviews all priority areas for applicability, which can help increase a project’s priority status. For 

complete state-by-state application details, see 2013 SEDAP Application Summary Table.

Federal priority eligibility for eligible projects are based upon the following criteria:

Emergency Funding Need: Projects shall clearly demonstrate that without DRA funding the negative implications of inaction 

would result in immediate and detrimental health and/or safety issues for the constituents served. This project will carry the 

highest priority and also the highest threshold for meeting this guideline.

Figure 7 -- Process of Appeal for Ineligible Projects and

Eligible Projects Lacking Priority Designation

Notications sent to

applicant and other

team members

outlining reason for

ineligibility,

pursuant to

clarication notes

Applicant has ve

(5) working days to

submit additional

documentation and

supplemental

information to

satisfy eligibility

requirements

DRA Project

Development Team

reviews

supplemental

information and

provides opinion of

eligibility to Federal 

Co-Chairman

Projects sent to 

the Federal Co-Chairman

for review

and determination

of FINAL eligibility

Appeal results

returned within three 

(3) working days from

nal eligibility

determination
 38

Appeals Process

Innovation and Small Business: Projects include business and industry prospects committed to job creation and/or 

retention through the execution of a DRA Participation Agreement. This category also includes projects addressing healthy workforce solutions as a component of Business Development which can clearly demonstrate measurable results in health metrics, 

and improved employment data for a specific employer or business sector.

Multiple Funding Partners: Projects include multiple funding sources, both public and/or private, and can be shown as 

leverage to the DRA investment.

Regional Approach: Projects provide benefit to constituents in multiple counties or parishes, or multiple municipalities within 

a single county or parish.
 Delta Regional Authority – Budget Justifi cation and Annual Report 39

FY 2013 SEDAP Application Summary Table

The above table outlines the number of total applications submitted by state for FY13. It includes those projects deemed eligible 

and ineligible along with the total number of appeals and reversal of appeals. An increase in both total applications submitted 

and applications deemed eligible occurred from FY 12 to FY 13. This can be attributed in part to the funding cycle being split 

into two rounds and to more stringent review of projects submitted to DRA for funding. In FY 12, there were a total of 208 

applications submitted for SEDAP funding, with 88 projects being deemed eligible. This is in contrast to a total of 228 total 

applications submitted in FY13, with a total of 122 deemed eligible: an increase of 20 applications and 34 eligible projects. In 

FY 12, there were a total of 62 ineligibility appeals, with 45 being reversed. There was a decrease in FY 13 ineligibility appeals 

and reversals of 3 and 45, respectively. 

 Total Apps Apps Deemed Apps Deemed Ineligible Apps Number of

 States Submitted Eligible Ineligible Appealed Ineligible Reversed 

Alabama 11 9 2 2 0

Arkansas 38 11 27 6 0

Illinois 31 10 21 1 0

Kentucky 14 7 7 4 3

Louisiana 75 55 20 5 0

Mississippi 33 21 12 2 0

Missouri 16 7 9 1 0

Tennessee 10 2 8 0 0

Total 228 122 106 21 3

Table 9 -- FY 2013 SEDAP Application Summary
 40

FY 2013 SEDAP Timeline 

May 2, 2013 

Announcement - Opening of SEDAP Program

June 19, 2013

Projects are due to Local Development Districts by 5:00 p.m. central daylight time

July 3, 2013 

Projects are due to the Delta Regional Authority from the Local Development Districts

July 10, 2013 

All projects have been reviewed by Delta Regional Authority for eligibility and priority designation

July 26, 2013 

In-eligible projects are notified and given a chance to appeal

August 2, 2013 

Appeals are due to Delta Regional Authority by 5:00 p.m. central daylight time

August 9, 2013 

Final determination of appeals by Delta Regional Authority

August 19, 2013

Project determination meetings with each state

Notification of award selections will be made following Board approval process.
 Delta Regional Authority – Budget Justifi cation and Annual Report 41

Glossary of Commonly Used Terms

1. Administrative Notice: a form and method used by DRA to make and track policy and procedure changes.

2. Automated Application Website: a web-based portal, found on www.dra.gov that allows applicants to fi ll out and 

submit applications for DRA investment programs and provides back-offi ce support and tools for the management of constituent 

portfolios.

3. Critical Development Projects: projects including $300M or more in investment (public and/or private), and - other than 

for technology-related projects - 350 or more jobs created and/or retained.

4. Delta Region Service Area: any of the areas comprising the 252 counties and parishes in Alabama, Arkansas, Illinois, 

Kentucky, Louisiana, Mississippi, Missouri and Tennessee that the Authority serves.

5. Distressed Counties and Parishes: an annual assessment is made of all DRA counties and parishes to determine if each 

will be considered distressed or non-distressed for the following fi scal year and funding cycle; this determination is currently 

based on the Economic Development Administration’s (EDA) formula for determining economic distress.

6. DRA Obligated: this number represents an amount of DRA funding that has been obligated against specifi c projects with 

General Services Administration (GSA).

7. Emergency/Contingency Funds: funds set aside for projects defi ned separately as emergencies related to natural 

disasters, fi re, or unforeseen/unexpected developments that present a health and/or safety risk to communities; or contingency 

projects which fall outside the normal scope and/or timeline of the annual investment program.

8. Expedited Process: one of several funding pathways, the “Expedited Process” will be initiated by the state when an 

immediate need exists for an economic development prospect project.

9. Federal Priority Eligibility Criteria: investment priorities established by the Authority, which have been adopted from 

the President’s administration; currently the four federal priorities for DRA investment are: 1) Innovation and Small Business, 

2) Regional Approach, 3) Multiple Funding Partners, and 4) Emergency Funding Need.

10. Families Affected: under normal circumstances, the number of families (households) receiving benefi t from projects 

providing water and/or sewer service in residential areas.

11. Funding Cycle: the sequence of activities involved in the process of awarding funds for projects. It commences with the 

formal announcement of the availability of the funds, inviting applications with preset deadlines, analyzing & reviewing the 

applications, assessing the conformity, and awarding.

12. Investment: as defi ned by the Authority, shall be any commitment of time, support and resources provided to a given 

project.
 42

Glossary of Commonly Used Terms

13. Local Development District (LDD): sub-regional economic development entities (45 within the DRA Region) that partner 

with DRA to assist constituents in the Delta with various project development activities, provide technical assistance support, and 

oversee project management.

14. Notice to Proceed: a letter issued to the awardee that provides authorization to begin accruing expenses toward the project.

15. Priority Status Designation: an eligible project that meets at least one goal or priority from each of the three additional 

areas of investment focus: 1) Federal Priorities (set by the administration), 2) Regional Development Plan goals, and 3) DRA State 

Plan goals and/or priorities.

16. Private Entity Participation Agreement: a binding agreement between DRA and a private entity, developed to 

demonstrate the private entity’s commitment to creating and/or retaining jobs and injecting capital investment into a project, 

including claw-back provisions to protect the DRA investment.

17. SEDAP Funds: the States’ Economic Development Assistance Program (SEDAP) is the primary investment tool of the 

Authority.

18. State Allocation: each year a majority of DRA’s annual appropriation is set aside for its SEDAP investments; this amount 

is divided between the eight states using an allocation formula that results in a net amount available for SEDAP projects in each 

state.

19. Total Project Funds: this number represents an amount which includes all DRA funds and all other public sources of funds 

that will be used as direct investment in the project(s).
Delta Regional Authority Service Area,

Regional, and State Benefi ts
 44

Map 1 -- Delta Regional Authority Service Area

Color indicates FY 2013 DRA Service Area

DRA projects funded for all fiscal years
 Delta Regional Authority – Budget Justifi cation and Annual Report 45

FY 2013 DRA Counties and Parishes

In FY 2012, the DRA Service Area encompassed a total of 216 distressed counties and parishes of 252 total counties and 

parishes. For FY 2013, 210 counties unfortunately met the distressed threshold. To be deemed distressed, counties and parishes 

must meet one of the following criteria:

 1. An unemployment rate of one percent higher (9.8 percent) than the national average (8.8 percent) for the most

 recent 24-month period; or

 2. Have a per capita income of 80 percent or less of the national per capita income.

To determine pockets of distress in non-distressed counties, 2010 Census Tract information was reviewed to determine which 

tracts meet the distressed criteria; the 2006-2010 American Community Survey 5-Year Estimates for unemployment and Per 

Capita Income were used. The following table illustrates counties and parishes whose status changed for FY13. Counties/ 

parishes that no longer meet either of the aforementioned criteria are reassigned as non-distressed counties. Counties/parishes

that may have been categorized as distressed in FY12 and now meet one or both of the formula criteria are reassigned, per 

guidelines, to refl ect status as non-distressed counties.

FY 2013 DRA Newly Distressed Counties and Parishes

FY 2013 DRA Newly Non-Distressed Counties and Parishes

Alabama

(None)

Arkansas

(None)

Illinois

(None)

Kentucky

Henderson

Union

Louisiana

Cameron

Lincoln

Mississippi

(None)

Missouri

(None)

Tennessee

Obion

Alabama

(None)

Arkansas

Cleveland

Illinois

Jackson

Saline

Williamson

Kentucky

Trigg

Louisiana

St. Bernard

St. Landry

Mississippi

DeSoto

Lafayette

Missouri

Scott

Tennessee

Tipton
 46

FY 2013 DRA Distressed Counties and Parishes

Alabama

Barbour

Bullock

Butler

Choctaw

Clarke

Conecuh

Dallas

Escambia

Greene

Hale

Lowndes

Macon

Marengo

Monroe

Perry

Pickens

Russell

Sumter

Washington

Wilcox

Arkansas

Arkansas

Ashley

Baxter

Bradley

Calhoun

Chicot

Clay

Craighead

Crittenden

Cross

Dallas

Desha

Drew

Fulton

Grant

Greene

Independence

Izard

Jackson

Jefferson

Lawrence

Lee

Lincoln

Lonoke

Marion

Mississippi

Monroe

Ouachita

Phillips

Poinsett

Prairie

Randolph

St. Francis

Searcy

Sharp

Stone

Van Buren

White

Woodruff

Illinois

Alexander

Franklin

Hamilton

Hardin

Johnson

Massac

Perry

Pope

Pulaski

Randolph

Union

Kentucky

Caldwell

Calloway

Carlisle

Christian

Crittenden

Fulton

Graves

Henderson

Hopkins

Livingston

Lyon

McLean

Marshall

Muhlenberg

Todd

Union

Webster

Louisiana

Acadia

Allen

Assumption

Avoyelles

Beauregard

Bienville

Caldwell

Cameron

Catahoula

Claiborne

Concordia

De Soto

East Carroll

Evangeline

Franklin

Grant

Iberville

Jackson

Jefferson Davis

La Salle

Lincoln

Livingston

Madison

Morehouse

Natchitoches

Red River

Richland

St. Helena

St. James

St. Martin

Tangipahoa

Tensas

Union

Vermillion
 Delta Regional Authority – Budget Justifi cation and Annual Report 47

FY 2013 DRA Distressed Counties and Parishes

Louisiana Cont.

Washington

West Carroll

West Feliciana

Winn

Mississippi

Adams

Amite

Attala

Benton

Bolivar

Carroll

Claiborne

Coahoma

Copiah

Covington

Franklin

Grenada

Holmes

Humphreys

Issaquena

Jasper

Jefferson

Jefferson Davis

Lawrence

Lefl ore

Lincoln

Marion

Marshall

Montgomery

Panola

Pike

Quitman

Sharkey

Simpson

Smith

Sunfl ower

Tallahatchie

Tate

Tippah

Tunica

Union

Walthall

Warren

Washington

Wilkinson

Yalobusha

Yazoo

Missouri

Bollinger

Carter

Crawford

Dent

Douglas

Dunklin

Howell

Iron

Madison

Mississippi

New Madrid

Oregon

Ozark

Pemiscot

Perry

Phelps

Reynolds

Ripley

Shannon

St. Francois

Stoddard

Texas

Washington

Wayne

Wright

Tennessee

Benton

Carroll

Chester

Crockett

Decatur

Dyer

Fayette

Gibson

Hardeman

Hardin

Haywood

Henderson

Henry

Lake

Lauderdale

McNairy

Obion

Weakley
 48

FY 2013 DRA Non-Distressed Counties and Parishes

Alabama

(None)

Arkansas

Cleveland

Pulaski

Union

Illinois

Gallatin

Jackson

Saline

White

Williamson

Kentucky

Ballard

Hickman

McCracken

Trigg

Louisiana

Ascension

East Baton Rouge

East Feliciana

Iberia

Jefferson

Lafourche

Orleans

Ouachita

Plaquemines

Pointe Coupee

Rapides

St. Bernard

St. Charles

St. John the Baptist

St. Landry

St. Mary

Webster

West Baton Rouge

Mississippi

DeSoto

Hinds

Lafayette

Madison

Rankin

Missouri

Butler

Cape Girardeau

Scott

St. Genevieve

Tennessee

Madison

Shelby

Tipton
 Delta Regional Authority – Budget Justifi cation and Annual Report 49

Determination of a Distressed County/Parish:

Unemployment rate of one percent higher (9.8 percent) than the national average 

(8.8 percent) for the most recent 24-month period; or have a per capita income 

of 80 percent or less of the national per capita income.

Distressed

Non-Distressed

Map 2 -- FY 2013 DRA Distressed/Non-Distressed

Counties and Parishes
 50

From FY 2012 to FY 2013 these counties/parishes changed designation 

according to the formula below:

Unemployment rate of one percent higher (9.8 percent) than the national average 

(8.8 percent) for the most recent 24-month period; or have a per capita income 

of 80 percent or less of the national per capita income.

DRA Service Area

Non-Distressed became 

Distressed

Distressed became

Non-Distressed

Map 3 -- Distressed/Non-Distressed Counties and

Parishes Designation Change from FY 2012 to FY 2013
 Delta Regional Authority – Budget Justifi cation and Annual Report 51

Cumulative Regional Benefi ts from DRA

The numbers below are for FY 2002 through FY 2013.

Total DRA projects 799

DRA Investment $ 119,188,005

Other Public Investment $ 681,045,256 

Other Private Investment $ 2,022,816,351 

Overall Total Investment $ 2,823,049,612 

Total Investment Leverage Ratio 22.69 

Jobs Created 9,476 

Jobs Retained 7,855 

Individuals Trained for Jobs 3,745 

Families Affected 25,532

Projected Jobs Created 22,988 

Projected Jobs Retained 18,869 

Projected Individuals Trained for Jobs 16,763 

Projected Families Affected 61,643

Digital Literacy 13,000

“The Delta Regional Authority has been a tremendous resource and 

an outstanding partner on projects in our region over the years. Often 

times, DRA is providing gap funding or matching dollars, and without 

that funding, the project would not happen. Many of our smaller rural 

communities do not have the fi nancial resources to fi ll those gaps, and 

if it were not for DRA, these much needed projects would go undone.

”

– Bonnie Prigge, Executive Director, Meramec Regional Planning Commission 
 52

DRA % of total Public % of total Private % of total Total Ratio

Alabama 11,995,242 $ 23.71% 24,894,114 $ 49.21% 13,700,000 $ 27.08% 50,589,356 $ 3.2:1Arkansas 19,340,240 $ 4.36% 110,965,293 $ 25.01% 313,439,500 $ 70.64% 443,745,033 $ 21.9:1Illinois 9,883,842 $ 9.06% 65,082,115 $ 59.67% 34,108,746 $ 31.27% 109,074,702 $ 10.0:1Kentucky 10,494,892 $ 4.65% 87,922,617 $ 38.97% 127,195,000 $ 56.38% 225,612,509 $ 20.5:1Louisiana 21,561,476 $ 2.45% 94,008,842 $ 10.67% 765,400,000 $ 86.88% 880,970,318 $ 39.9:1Mississippi 16,705,869 $ 4.54% 85,459,581 $ 23.24% 265,547,869 $ 72.22% 367,713,319 $ 21.0:1Missouri 13,862,112 $ 4.89% 54,203,707 $ 19.10% 215,653,030 $ 76.01% 283,718,849 $ 19.5:1Tennessee 15,344,332 $ 3.32% 158,508,988 $ 34.34% 287,772,206 $ 62.34% 461,625,526 $ 29.1:1

DRA 119,188,005 $ Public 681,045,256 $ Private 2,022,816,351 $ Total 2,823,049,612 $ Total Projects 799

DRA LEVERAGE RATIO

FISCAL YEARS 2002 THROUGH 2013

Regional Investment Comparison Leverage Comparison

Cumulative Totals: FY02-FY13 For every DRA dollar spent, how well were other public and private dollars leveraged?

0% 20% 40% 60% 80% 100%

Arkansas

Alabama

Illinois

Louisiana

Kentucky

Mississippi

Missouri

Tennessee

DRAPublicPrivate

3.2:1

21.9:1

10.0:1

20.5:1

39.9:1

21.0:1 19.5:1

29.1:1

0.0:1

50.0:140.0:130.0:120.0:110.0:1

Alabama Arkansas Illinois Kentucky Louisiana Mississippi Missouri Tennessee

$119,188,005 

$681,045,256 

$2,022,816,351 

DRAPublicPrivate
 Delta Regional Authority – Budget Justifi cation and Annual Report 53

DRA Projects in Alabama

AUTAUGA

BALDWIN

BARBOUR

BIBB

BLOUNT

BULLOCK

BUTLER

CALHOUN

CHAMBERS

CHEROKEE

CHILTON

CHOCTAW

CLARKE

CLAY

CLEBURNE

COFFEE

COLBERT

CONECUH

COOSA

COVINGTON

CRENSHAW

CULLMAN

DALE

DALLAS

DE KALB

ELMORE

ESCAMBIA

ETOWAH

FAYETTE

FRANKLIN

GENEVA

GREENE

HALE

HENRY

HOUSTON

JACKSON

JEFFERSON

LAMAR

LAUDERDALE

LAWRENCE

LEE

LIMESTONE

LOWNDES

MACON

MADISON

MARENGO

MARION

MARSHALL

MOBILE

MONROE

MONTGOMERY

MORGAN

PERRY

PICKENS

PIKE

RANDOLPH

RUSSELL

ST. CLAIR

SHELBY

SUMTER

TALLADEGA

TALLAPOOSA

TUSCALOOSA

WALKER

WASHINGTON

WILCOX

WINSTON

Barbour

Bullock

Butler 

Choctaw

Clarke

Conecuh

Dallas

Escambia 

Greene

Hale

Lowndes

Macon

Marengo

Monroe

Perry

Pickens

Russell

Sumter

Washington

Wilcox

Alabama Counties Served by DRA

FY 2013 DRA Service Area

DRA projects funded prior to FY 2013

DRA projects funded during FY 2013
 54

Total DRA projects 76

DRA Investment $ 11,995,242

Other Public Investment $ 24,894,114

Other Private Investment $ 13,700,000

Overall Total Investment $ 50,589,356

Total Investment Leverage Ratio 3.84

Jobs Created 953

Jobs Retained 1,671

Individuals Trained for Jobs 14

Families Affected 3,262

Projected Jobs Created 1,979

Projected Jobs Retained 0

Projected Individuals Trained for Jobs 39

Projected Families Affected 841

“Creating jobs for Alabamians is the number-one priority of my administration; that is why 

our partnership with the Delta Regional Authority is so important. This year, DRA projects 

provided targeted, strategic investments that boosted employment, strengthened job training 

and improved the quality of life in a region of our state that stands to benefit the most from 

economic development support.

”

 – Governor Robert Bently, Alabama

Cumulative Alabama Benefits from DRA

The numbers below are for FY 2002 through FY 2013.
 Delta Regional Authority – Budget Justifi cation and Annual Report 55

Alabama Benefi ts from DRA

The numbers below are for FY 2013.

Total DRA projects 6

DRA Investment $ 963,953

Other Public Investment $ 9,390,000

Other Private Investment $ 1,700,000

Overall Total Investment $ 12,053,953 

Total Investment Leverage Ratio 11.50

Projected Jobs Created 186

Projected Individuals Trained for Jobs 39 

Projected Families Affected 415

“The Delta Regional Authority is a critically important, front-lines 

partner that not only provides vital basic and transportation infrastructure assistance to the Black Belt/Delta Counties of rural Alabama, but 

also invests in an entrepreneurial climate that promotes workforce, 

business, and community development programs. DRA is a model of 

effective and effi cient government at work, hand-in-hand with the 

business and industry community, the nonprofi t sector, educational 

institutions, and other stakeholders.

”

 – J. William McFarland, Jr., Director,

 Center for Business and Economic Services and 

 Special Assistant to the President, University of West Alabama
 56

Alabama DRA % of total Public Private Total Ratio Assessment ROI

2002 1,385,000 $ 2,003,013 $ - $ 3,388,013 $ 1.4:1 56,885 $ 2335%

2003 1,679,715 $ 6,546,782 $ - $ 8,226,497 $ 3.9:1 65,906 $ 2449%

2004 510,000 $ 2,769,920 $ - $ 3,279,920 $ 5.4:1 52,747 $ 867%

2005 457,311 $ 1,124,259 $ - $ 1,581,570 $ 2.5:1 73,544 $ 522%

2006 720,472 $ 700,418 $ - $ 1,420,890 $ 1.0:1 80,422 $ 796%

2007 836,808 $ 1,633,794 $ - $ 2,470,602 $ 2.0:1 65,288 $ 1182%

2008 712,423 $ 151,000 $ - $ 863,423 $ 0.2:1 71,916 $ 891%

2009 1,081,946 $ 116,763 $ - $ 1,198,709 $ 0.1:1 74,437 $ 1354%

2010 1,421,481 $ 60,492 $ - $ 1,481,973 $ 0.0:1 78,043 $ 1721%

2011 1,197,283 $ 397,673 $ 12,000,000 $ 13,594,956 $ 10.4:1 78,187 $ 1431%

2012 1,013,555 $ - $ - $ 1,013,555 $ 0.0:1 83,636 $ 1112%

2013 979,248 $ 9,390,000 $ 1,700,000 $ 12,069,248 $ 11.3:1 77,339 $ 1166%

DRA 11,995,242 $ Public 24,894,114 $ 

Private 13,700,000 $ 

Total 50,589,356 $ 

Total Projects 76

Leverage Comparisons

Cumulative Totals: FY02-FY13 Small state assessments, translate into large returns!!

STATES' RETURN ON DRA INVESTMENTS

FISCAL YEARS 2002 THROUGH 2013

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

201220102008200620042002

DRAPublicPrivate

2335% 2449%

867%

522%

796%

1182%

891%

1354%

1721%

1431%

1112% 1166%

0%

500%

3000%2500%2000%1500%1000%

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

24%

49%

27% DRA

PublicPrivate
Alabama FY 2013 

SEDAP Project Summaries
 58

Fiscal Year 2013 Alabama Project Summaries

1. Workforce Training to Reduce Recidivism in Alabama Black-belt Project

Awardee: Sumter County Commission Federal ID#: 63-6001701

Awardee Contact: Marcus Campbell Telephone: 205-499-6015 

County: Sumter, AL Congressional District: 7th 

Funding:

 DRA $ 93,500 98.94%

 Applicant $ 1,000 1.06%

 Total $ 94,500 100.00%

Description: This phase of work will allow for a safe, handicapped-accessible training area that will serve the programmatic 

functions of this job training project, as well as future workforce, economic development, and community/civic initiatives. 

Benefi ts/Outcomes: This project will directly benefi t 24 fi rst time and non-violent offenders and other adults by providing the 

training facility to facilitate ongoing instruction, as well as economic development and community and civic meeting space.

2. University of West Alabama Foundation Automotive Technician Certifi cation

 

Awardee: University of West Alabama Foundation Federal ID#: 63-1074127 

Awardee Contact: Richard Holland Telephone: 205-652-5522 

County: Sumter, AL Congressional District: 7th 

Funding: 

 DRA $ 93,500 91.00% 

 Applicant $ 10,000 9.00%

 Total $ 103,500 100.00% 

Description: The Department of Computer Information Systems and Technology (CIST) of the University of West Alabama (UWA) 

College of Business has developed a new “Short-term Certifi cation for Automotive Technician” program to service the workforce 

needs of the automotive industry in the region. This program has been approved by the Alabama Council for Higher Education 

(ACHE) and has begun classes in fall 2013 semester. 

 

Benefi ts/Outcomes: Trainees will take three courses per semester for a total of 27 hours to achieve certifi cation within one 

academic year. These courses will be offered in the fi rst three days of the week so that the students/trainees will have an opportunity to work part-time with industry partners that are interested in the program.
 Delta Regional Authority – Budget Justifi cation and Annual Report 59

Fiscal Year 2013 Alabama Project Summaries

3. Fort Deposit Industrial Access Improvements 

Awardee: Town of Fort Deposit Federal ID#: 63-6001262

Awardee Contact: Fletcher Fountain Telephone: 334-227-4841 

County: Lowndes, AL Congressional District: 7th 

Funding: 

 DRA $ 300,000 91.00%

 Local $ 32,700 9.00%

 Total $ 332,700 100.00%

Description: The project will improve an industrial access road to serve a new industry locating near the site. Specifi cally this 

includes resurfacing approximately one mile of the existing industrial access road known as Benco Industrial Drive. 

Benefi ts/Outcomes: The location of this new industry will have short- and long–term benefi ts. This project will provide an 

improved industrial access road to immediately serve a new industry resulting in $2.5 million in private investment and 120 new 

jobs for area residents. 

4. Mosses Sewer Expansion 

 

Awardee: Town of Mosses Federal ID#: 63-0815896 

Awardee Contact: Walter Hill Telephone: 334-563-9141 

County: Lowndes, AL Congressional District: 7th 

Funding:

 DRA $ 15,000 100.00% 

 Total $ 15,000 100.00% 

Description: The proposed project will expand municipal sewer service to approximately 67 houses and 165 low-income 

families in the Town of Mosses. Specifi cally, this includes construction of 5,500 linear feet of two-inch PVC sewer force main, 

67 STEP Assemble systems, 67 sewer connections, 67 septic tank abandonments, associated electrical work, and grassing 

and mulching. 

Benefi ts/Outcomes: This project will directly impact the health and welfare of 67 households and approximately 165 

low-income persons based on surveys in the project area. This project will give the benefi ciaries the opportunity to abandon their 

failing septic systems or, in some cases, have a sewer system for the fi rst time. 
 60

Fiscal Year 2013 Alabama Project Summaries

5. Phenix City Riverfront Hotel Infrastructure Project

Awardee: City of Phenix Federal ID#: 63-6001343

Awardee Contact: Eddie Lowe Telephone: 334-448-2727 

County: Russell, AL Congressional District: 3rd 

Funding:

 DRA $ 144,500 68.00%

 Other $ 70,000 32.00%

 Total $ 214,500 100.00%

Description: The Phenix City Riverfront Hotel Infrastructure and Site Preparation Project will result in new infrastructure to support 

redevelopment of vacant riverfront property. It will further the City’s goal to revitalize the Chattahoochee Riverfront, bring new jobs to 

the area, and allow the City to capitalize on the expected economic boon of the new urban whitewater rafting course.

Benefi ts/Outcomes: As a result of the Phenix City Riverfront Hotel Infrastructure and Site Preparation Project the following 

benefi ts will be derived: (1) Existing sewer and drainage infrastructure will be relocated to allow the development of two acres of 

vacant property along the Chattahoochee River in Phenix City. (2) The Phenix City Downtown Redevelopment Authority and Ram 

Riverfront Hospitality LCC will construct an $11 million, four-story, 99-room Courtyard Marriott Hotel, creating 36 permanent new 

full-time jobs with the potential of 20 additional part-time jobs during conferences and community events.

6. Wilcox GD Copper USA

 

Awardee: Wilcox County Development Board Federal ID#: 20-5243306 

Awardee Contact: Floyd Harris Telephone: 334-682-4219 

County: Wilcox, AL Congressional District: 7th 

Funding: 

 DRA $ 311,952 100.00% 

 Total $ 311,952 100.00% 

Description: The Wilcox County Industrial Development Authority purchased the land along Wilcox County Road 27 (Leroy Randolph Road). The project is located in West Wilcox County. The $311,952 request will go toward the purchase of land along with 

the fi rst DRA investment award. The land has been cleared. Hoar Construction has received a contract for building construction. 

The construction of the facility should be completed by December 2013.

 

Benefi ts/Outcomes: The Company’s capital investment is $100,000,000 for the facility and the company will bring an annual 

payroll estimated at $10,000,000. There will be 1,000 construction jobs during the 15 month construction period. There will be 

300 new jobs created with an estimated $10,000,000 payroll.
 Delta Regional Authority – Budget Justifi cation and Annual Report 61

DRA Projects in Arkansas

ARKANSAS

ASHLEY

BAXTER BENTON

BOONE

BRADLEY

CALHOUN

CARROLL

CHICOT

CLARK

CLAY

CLEBURNE

CLEVELAND

COLUMBIA

CONWAY

CRAIGHEAD

CRAWFORD

CRITTENDEN

CROSS

DALLAS

DESHA

DREW

FAULKNER

FRANKLIN

FULTON

GARLAND

GRANT

GREENE

HEMPSTEAD

HOT SPRING

HOWARD

INDEPENDENCE

IZARD

JACKSON

JEFFERSON

JOHNSON

LAFAYETTE

LAWRENCE

LEE

LINCOLN

LITTLE RIVER

LOGAN

LONOKE

MADISON

MARION

MILLER

MISSISSIPPI

MONROE

MONTGOMERY

NEVADA

NEWTON

OUACHITA

PERRY

PHILLIPS

PIKE

POINSETT

POLK

POPE

PRAIRIE

PULASKI

RANDOLPH

ST. FRANCIS

SALINE

SCOTT

SEARCY

SEBASTIAN

SEVIER

SHARP

STONE

UNION

VAN BUREN

WASHINGTON

WHITE

WOODRUFF

YELL

Arkansas Counties Served by DRA

Arkansas

Ashley

Baxter

Bradley

Calhoun

Chicot

Clay

Cleveland

Craighead

Crittenden

Cross

Dallas

Desha

Drew

Fulton

Grant

Greene

Independence

Izard

Jackson

Jefferson

Lawrence

Lee

Lincoln

Lonoke

Marion

Mississippi

Monroe

Ouachita

Phillips

Poinsett

Prairie

Pulaski

Randolph

Searcy

Sharp

St. Francis

Stone

Union

Van Buren

White

Woodruff

FY 2013 DRA Service Area

DRA projects funded prior to FY 2013

DRA projects funded during FY 2013
 62

Total DRA projects 95

DRA Investment $ 19,340,240

Other Public Investment $ 110,965,293

Other Private Investment $ 313,439,500

Overall Total Investment $ 443,745,033

Total Investment Leverage Ratio 22.44

Jobs Created 1,450

Jobs Retained 306

Individuals Trained for Jobs 1,827

Families Affected 4,264

Projected Jobs Created 1,072

Projected Jobs Retained 760

Projected Individuals Trained for Jobs 1,116

Projected Families Affected 1,982

Cumulative Arkansas Benefits from DRA

The numbers below are for FY 2002 through FY 2013.

“The Delta Regional Authority continues its vital efforts to lead in job creation and job 

training in an area where they are needed most. The DRA’s ability to leverage government 

funding with private dollars is often the most successful formula for building important 

infrastructure. The continued investments by the DRA mean a great deal for the future 

viability of the Arkansas Delta and other communities beyond our borders.

”

 – Governor Mike Beebe, Arkansas
 Delta Regional Authority – Budget Justifi cation and Annual Report 63

Arkansas Benefi ts from DRA

The numbers below are for FY 2013.

Total DRA projects 9

DRA Investment $ 1,415,326

Other Public Investment $ 5,920,000

Other Private Investment $ 95,000

Overall Total Investment $ 7,430,326 

Total Investment Leverage Ratio 4.25 

Projected Jobs Created 37 

Projected Jobs Retained 2 

Projected Individuals Trained for Jobs 127

“Growing our economy naturally and organically – where we 

live, work, invest and dream – is the right approach for generating 

opportunities for more Arkansans. These resources will allow 

Arkansans to develop the skills and experience that will help them 

thrive as innovators and leaders.

”

 – U.S. Representative Tim Griffi n, Second District
 64

Arkansas DRA % of total Public Private Total Ratio Assessment ROI

2002 4,088,425 $ 15,747,897 $ - $ 19,836,322 $ 3.9:1 89,879 $ 4449%2003 961,630 $ 1,183,734 $ - $ 2,145,364 $ 1.2:1 104,132 $ 823%2004 565,071 $ 4,207,920 $ - $ 4,772,991 $ 7.4:1 83,340 $ 578%2005 650,857 $ 7,501,346 $ - $ 8,152,203 $ 11.5:1 104,670 $ 522%2006 1,431,220 $ 9,795,700 $ 36,900,000 $ 48,126,920 $ 32.6:1 114,459 $ 1150%2007 1,205,168 $ 16,945,502 $ - $ 18,150,670 $ 14.1:1 91,621 $ 1215%2008 1,761,090 $ 9,862,924 $ 111,362,000 $ 122,986,014 $ 68.8:1 100,922 $ 1645%2009 1,106,999 $ 6,628,004 $ 125,000,000 $ 132,735,003 $ 118.9:1 105,740 $ 947%2010 2,180,414 $ 22,732,000 $ - $ 24,912,414 $ 10.4:1 111,222 $ 1860%2011 1,747,820 $ 7,759,301 $ 40,000,000 $ 49,507,121 $ 27.3:1 111,511 $ 1467%2012 2,226,220 $ 2,680,965 $ 82,500 $ 4,989,685 $ 1.2:1 119,282 $ 1766%2013 1,415,326 $ 5,920,000 $ 95,000 $ 7,430,326 $ 4.2:1 111,553 $ 1169%

DRA 19,340,240 $ Public 110,965,293 $ Private 313,439,500 $ Total 443,745,033 $ Total Projects 95

Leverage Comparisons

Cumulative Totals: FY02-FY13 Small state assessments, translate into large returns!!

STATES' RETURN ON DRA INVESTMENTS

FISCAL YEARS 2002 THROUGH 2013

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

201220102008200620042002

DRAPublicPrivate

4449%

823% 578% 522%

1150% 1215%

1645%

947%

1860%

1467% 1766% 1169%

0%

5000%4000%3000%2000%1000%

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

4%

25%

71%

DRAPublicPrivate
Arkansas FY 2013 

SEDAP Project Summaries
 66

Fiscal Year 2013 Arkansas Project Summaries

1. City of Clarendon Sewer Repair (Emergency)

Awardee: City of Clarendon Federal ID#: 71-6001654

Awardee Contact: Jim Stinson Telephone: 870-747-3802 

County: Monroe, AR Congressional District: 1st 

Funding: 

 DRA $ 107,100 100.00%

 Total $ 107,100 100.00%

Description: The City of Clarendon will use funding to repair the collapsed sewer line and restore the adversely affected street 

to drivable conditions. This project would prevent the three businesses from being further negatively affected, thus preventing 

them from shutting down.

Benefi ts/Outcomes: This project will retain 14 full time jobs.

2. Randolph County Infrastructure Development 

 

Awardee: Randolph County Federal ID#: 71-6013697 

Awardee Contact: David Jensen Telephone: 870-892-5264 

County: Randolph, AR Congressional District: 1st 

Funding:

 DRA $ 231,250 30.00%

 Local $ 550,000 70.00% 

 Total $ 781,250 100.00% 

Description: DRA funds will be used for purchase of property for the location of a poultry processing complex. Land 

purchased will be owned and maintained by the local board. This land is necessary for the successful recruitment of companies 

to the region. 

Benefi ts/Outcomes: DRA investments will be used in conjunction with local, state, and regional funding sources to make the 

project a reality. After an initial two-year phase in, approximately 925 jobs with an annual average wage of $10.25 per hour 

will be created throughout the area. Additionally, the company anticipates more than $121 million in capital investment for the 

project.
 Delta Regional Authority – Budget Justifi cation and Annual Report 67

Fiscal Year 2013 Arkansas Project Summaries

3. STRIVE Institute of Technology

Awardee: STRIVE Institute of Technology Federal ID#: 45-2496540

Awardee Contact: Jack Crumbly Telephone: 870-633-7338 

County: Lee, AR Congressional District: 1st 

Funding: 

 DRA $ 175,000 22.00%

 Other $ 636,850 78.00%

 Total $ 811,850 100.00%

Description: DRA funds will be used for a series of renovations to the former Anna Strong Elementary School, which has been 

leased to STRIVE at a rate of $1/year for 75 years from the Lee County School District. Renovations will include the installation 

of aluminum roof coating to the building’s entire 50,000- square foot roof area and the repair of leakage on a 150-square foot 

portion of the roof.

Benefi ts/Outcomes: Through STRIVE, these at-risk youth will receive dedicated training in this manner with a benefi t of 

developing a stronger workforce in the four counties served to begin reducing the number of students placed in residential 

programs by the state and lowering the overall unemployment rate of the region.

4. Delta-Tech Regional Healthcare Education Project

 

Awardee: City of Dumas Federal ID#: 71-6002431 

Awardee Contact: James Berry Telephone: 870-382-2121 

County: Desha, AR Congressional District: 4th 

Funding:

 DRA $ 175,000 98.00%

 Local $ 5,000 2.00% 

 Total $ 180,000 100.00% 

Description: DRA funds will be used for Delta-Tech building’s operating expenses, salaries for two current employees at the 

DTEC that will receive training in order to keep the healthcare education ongoing, and contracting Greater Delta Alliance for 

Health (GDAH). GDAH will be contracted by DTEC in the amount of $80,360 to organize trainings needed to allow the DTEC to 

offer certifi cation and continuing education courses relevant to healthcare workers throughout the region. 

Benefi ts/Outcomes: The completion of the proposed healthcare education program will result in two current DTEC employees 

becoming certifi ed to teach healthcare education training across six counties in Southeast Arkansas.
 68

Fiscal Year 2013 Arkansas Project Summaries

5. Arkansas Enterprise Communities Sustainable Foods Project

Awardee: East Arkansas Enterprise Community Federal ID#: 01-0570543

Awardee Contact: Robert Cole Telephone: 870-630-2005 

County: Saint Francis, AR Congressional District: 2nd 

Funding: 

 DRA $ 150,000 62.00%

 Applicant $ 95,000 38.00% 

 Total $ 245,000 100.00%

Description: DRA funds will be used to leverage additional funds from Heifer International, the U.S. and Arkansas Departments 

of Agriculture (i.e. USDA Rural Development and NRCS), private donors and investors. Collectively, these funds will be used to 

support small business enterprise development. 

Benefi ts/Outcomes: The project will result in increased income for the 100 farmers who will participate in this program. This 

project will provide jobs for approximately 200 agricultural workers. It will enable entrepreneurs to create 10 to 15 businesses 

that will employ approximately 100 to 150 workers and some additional seasonal workers.

6. Manila Infrastructure 

Awardee: Mississippi County Federal ID#: 71-60114331 

Awardee Contact: Mississippi County Telephone: 870-763-3212

County: Mississippi, AR Congressional District: 1st 

Funding: 

 DRA $ 200,000 67.00%

 Local $ 130,000 33.00%

 Total $ 330,000 100.00% 

Description: The City of Manila has plans to expand its commercial business district to the newly constructed bypass. 

Two committed business will locate in the project area, creating 30+ full time positions and investing more than $2 million. 

Benefi ts/Outcomes: The City of Manila will realize increased tax collections as a result of the business locations. Economic 

activity in the area will rise and average wages will be improved. Additional properties will be made available to prospective 

commercial tenants, further expanding the local benefi t of DRA investment.
 Delta Regional Authority – Budget Justifi cation and Annual Report 69

Fiscal Year 2013 Arkansas Project Summaries

7. Argenta Arts Foundation, Creation of Innovation Center

Awardee: Argenta Arts Foundations Federal ID#: 27-1613026 

Awardee Contact: Donna Hardcastle Telephone: 501-993-1234 

County: Pulaski, AR Congressional District: 2nd

Funding:

 DRA $ 201,105 8.00%

 Private $ 2,325,000 91.00%

 Applicant $ 50,000 1.00%

 Total $ 2,576,105 100.00% 

Description: The investment request is to fund a portion of the operating expense which will include salary for a project 

manager to assist in the development and management of the Argenta Innovation Center and $7,000 for Central Arkansas 

Planning and Development District to administer the grant. 

Benefi ts/Outcomes: The project will result in co-work space for technology-based entrepreneurs to ignite a culture of collaboration and job creation resulting in new businesses and new jobs, creating and marketing new products and services. Art 

Connection provides workforce training in the creative arts, providing support and encouragement for participants to further their 

education through college graduation.

8. Hospitality & Culinary Workforce Development Program

 

Awardee: Arkansas State University (ASU) Newport Federal ID#: 71-0855933

 Jonesboro Campus

Awardee Contact: Linda Sharp Telephone: 870-680-8717 

County: Craighead, AR Congressional District: 1st

Funding:

 DRA $ 97,771 7.00%

 Private $ 1,500,000 93.00%

 Total $ 1,597,771 100.00% 

Description: The proposed project will create a Food and Hospitality Services program at the ASU Newport campus in Jonesboro. This program will provide three courses of study: one certifi cate of profi ciency, one technical certifi cate, and an associate’s 

degree in food and hospitality services. 
 70

Fiscal Year 2013 Arkansas Project Summaries

Benefi ts/Outcomes: The food and hospitality services program will produce a renewable employment pipeline for graduates 

at various skill levels ready to assume positions ranging from wait staff and cooks to senior restaurant, hotel, or processing 

industry managerial positions. The program engages students at the high school level through concurrent high school credit 

programs and traditional and nontraditional students. Two-hundred and fi fty students per year are expected to enroll in the food 

and hospitality services program. 

9. Fairfi eld Bay Conference Center Sewer Upgrade

 

Awardee: Fairfi eld Bay Federal ID#: 71-0743967

Awardee Contact: Paul Wellenberger Telephone: 501-253-6998 

County: Van Buren, AR Congressional District: 2nd

Funding:

 DRA $ 78,100 5.00%

 EDA $ 1,100,000 77.00%

 Local $ 260,000 18.00%

 Total $ 1,438,100 100.00% 

Description: The DRA funds will be used to extend sewer lines approximately 1000 feet in order to serve the existing 

conference center. The sewer line will be an eight feet gravity line and will include approximately six manholes. The line will 

be located on private easement. The EDA timeline for completion of the renovation of the conference center is approximately 

eight months.

Benefi ts/Outcomes: The expected usage of the conference center is estimated at 50 conferences per year with an average 

attendance of 60. There is a conservative estimate of 3,000 people attending conferences in economic development along a 

stretch of the main street of Fairfi eld Bay (Dave Creek Parkway) that currently does not have sewer access.
 Delta Regional Authority – Budget Justifi cation and Annual Report 71

DRA Projects in Illinois

ADAMS

ALEXANDER

BOND

WINNEBAGO

BROWN

BUREAU

CALHOUN

CARROLL

CASS

CHAMPAIGN

CHRISTIAN

CLARK

CLAY

CLINTON

COLES

COOK

CRAWFORD

CUMBERLAND

DE KALB

DE WITT

DOUGLAS

D U

PAGE

EDGAR

EDWARDS

EFFINGHAM

FAYETTE

FORD

FRANKLIN

FULTON

GALLATIN

GREENE

GRUNDY

HAMILTON

HANCOCK

HARDIN

HENDERSON

HENRY

IROQUOIS

JACKSON

JASPER

JEFFERSON

JERSEY

LAKE

JOHNSON

KANE

KANKAKEE

KENDALL

KNOX

J O

DAVIESS

LA SALLE

LAWRENCE

LEE

LIVINGSTON

LOGAN

MCDONOUGH

STEPHENSON

MCLEAN

MACON

MACOUPIN

MADISON

MARION

MARSHALL

MASON

MASSAC

MENARD

MERCER

MONROE

MONTGOMERY

MORGAN

MOULTRIE

OGLE

PEORIA

PERRY

PIATT

PIKE

POPE

PULASKI

PUTNAM

RANDOLPH

RICHLAND

ROCK ISLAND

ST. CLAIR

SALINE

SANGAMON

SCHUYLER

SCOTT

SHELBY

STARK

MCHENRY

TAZEWELL

UNION

VERMILION

WABASH

WARREN

WASHINGTON

WAYNE

WHITE

WHITESIDE

WILL

WILLIAMSON

BOONE

WOODFORD

Illinois Counties Served by DRA

Alexander

Franklin

Gallatin

Hamilton

Hardin

Jackson

Johnson

Massac

Perry

Pope

Pulaski

Randolph

Saline

Union

White

Williamson

FY 2013 DRA Service Area

DRA projects funded prior to FY 2013

DRA projects funded during FY 2013
 72

Total DRA projects 120

DRA Investment $ 9,883,842

Other Public Investment $ 65,082,115

Other Private Investment $ 34,108,746

Overall Total Investment $ 109,074,703

Total Investment Leverage Ratio 10.67

Jobs Created 749

Jobs Retained 1,637

Individuals Trained for Jobs 1,333

Families Affected 3,099

Projected Jobs Created 639

Projected Jobs Retained 1,444

Projected Individuals Trained for Jobs 7,005

Projected Families Affected 676

“These [DRA] investments will help fund vital public health, safety, and transportation 

improvements in southern Illinois. The funds will also provide jobs while the projects are 

underway, and improve the quality of life in the region once they are complete.

”

 – Governor Pat Quinn, Illinois

Cumulative Illinois Benefits from DRA

The numbers below are for FY 2002 through FY 2013.
 Delta Regional Authority – Budget Justifi cation and Annual Report 73

Illinois Benefi ts from DRA

The numbers below are for FY 2013.

Total DRA projects 10

DRA Investment $ 706,184

Other Public Investment $ 10,722,487

Other Private Investment $ 757,000

Overall Total Investment $ 12,185,671 

Total Investment Leverage Ratio 16.26

Projected Jobs Created 134 

Projected Jobs Retained 62

Projected Individuals Trained for Jobs 90

Projected Families Affected 252

“Thanks to DRA’s continued assistance through the States’ Economic Development Assistance Program our re-accreditation process is 

moving forward. When completed accreditation of our levee system 

will allow our Village to thrive and progress. We are very thankful to 

DRA for their help in this vital project for our community.

”

 – Ernie Doiron, Village President, Prairie du Rocher, IL
 74

Illinois DRA % of total Public Private Total Ratio Assessment ROI

2002 2,303,403 $ 10,071,756 $ - $ 12,375,159 $ 4.4:1 50,060 $ 4501%

2003 655,370 $ 5,724,316 $ - $ 6,379,686 $ 8.7:1 57,997 $ 1030%

2004 308,000 $ 3,033,920 $ - $ 3,341,920 $ 9.9:1 46,417 $ 564%

2005 381,606 $ 1,466,088 $ - $ 1,847,694 $ 3.8:1 59,781 $ 538%

2006 686,050 $ 9,982,537 $ 6,100,000 $ 16,768,587 $ 23.4:1 65,372 $ 949%

2007 341,629 $ 6,990,357 $ 7,400,000 $ 14,731,986 $ 42.1:1 53,243 $ 542%

2008 581,444 $ 2,312,916 $ 265,752 $ 3,160,112 $ 4.4:1 58,648 $ 891%

2009 819,518 $ 4,631,377 $ 100,000 $ 5,550,895 $ 5.8:1 60,949 $ 1245%

2010 518,050 $ 2,009,403 $ 15,000 $ 2,542,453 $ 3.9:1 62,391 $ 730%

2011 1,428,509 $ 5,048,966 $ 5,080,691 $ 11,558,166 $ 7.1:1 62,463 $ 2187%

2012 1,154,079 $ 3,087,992 $ 14,390,303 $ 18,632,374 $ 15.1:1 66,816 $ 1627%

2013 706,184 $ 10,722,487 $ 757,000 $ 12,185,671 $ 16.3:1 61,851 $ 1042%

DRA 9,883,842 $ Public 65,082,115 $ 

Private 34,108,746 $ 

Total 109,074,703 $ 

Total Projects 120

Leverage Comparisons

Cumulative Totals: FY02-FY13 Small state assessments, translate into large returns!!

STATES' RETURN ON DRA INVESTMENTS

FISCAL YEARS 2002 THROUGH 2013

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

201220102008200620042002

DRAPublicPrivate

4501%

1030%

564% 538%

949%

542%

891%

1245%

730%

2187%

1627%

1042%

0%

5000%4000%3000%2000%1000%

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

9%

60%

31% DRA

PublicPrivate
Illinois FY 2013 

SEDAP Project Summaries
 76

Fiscal Year 2013 Illinois Project Summaries

1. Hardin County General Hospital-Hospital Technology Upgrades

Awardee: Hardin County General Hospital Federal ID#: 37-0702309

Awardee Contact: Roby Williams Telephone: 618-285-6634 

County: Hardin, IL Congressional District: 15th 

Funding: 

 DRA $ 43,637 91.00%

 Applicant $ 4,617 9.00%

 Total $ 48,254 100.00%

Description: DRA funds will be used to purchase the following technology upgrades: 1) Nurse Electronic Call System Hybrid 

Digital Interfaced Telephone System with digital ports and In-Mail voice mail system and an 2) Engineered Electronics Nurse Call 

system with a 30 station annunciator. 

Benefi ts/Outcomes: The 130 hospital employees, estimated 800 annual in-patients, 5,500 annual emergency room patients,18,000 outpatient, and 12,000 clinic patients will experience improved patient ability to contact their healthcare providers 

and hospital departments; improved integration of the technology and existing safety equipment; and equipment self-reporting 

with remote monitoring of patients.

2. Union County Zipline Road

 

Awardee: Union County Federal ID#: 37-6002199 

Awardee Contact: Don Denny Telephone: 618-833-5711 

County: Union, IL Congressional District: 12th 

Funding:

 DRA $ 100,000 58.00%

 Applicant $ 73,610 42.00% 

 Total $ 173,610 100.00% 

Description: This project involves the Union County Highway Department widening and hard surfacing the following roadways 

in Union County: 1.4 miles of Mount Hebron Road surfaced and widened to 20 feet; two miles of Panthers Dem Road surfaced 

and widened to 17 feet, and 1.5 miles of Robinson Hill Road surfaced and widened to 18 feet. 

Benefi ts/Outcomes: The outcome of this project will be the creation/retention of 35 jobs at the Shawnee Bluffs Canopy 

Tours facility.
 Delta Regional Authority – Budget Justifi cation and Annual Report 77

Fiscal Year 2013 Illinois Project Summaries

3. Cairo Port Facilities Design

Awardee: Alexander-Cairo Port District Federal ID#: 45-1736354

Awardee Contact: Jerry Smith Telephone: 618-734-7009 

County: Alexander, IL Congressional District: 12th 

Funding: 

 DRA $ 66,347 1.00%

 Local $ 3,000,000 30.00%

 EDA $ 7,000,000 69.00% 

 Total $ 10,066,347 100.00%

Description: The total port construction is estimated at $10 million. However, to access construction dollars from EDA and from 

local fi nancing, environmental and preliminary design must be completed. 

Benefi ts/Outcomes: The long-term outcome of this project is the creation of jobs, which will improve the economic stability of 

the area. At the completion of the construction project, 15 jobs will be created along with the retention of 15 more. The resulting 

future job creation will increase exponentially as more businesses utilize the port facilities.

4. Prairie du Rocher- Moddoc Levee Phase III

 

Awardee: Village of Prairie du Rocher Federal ID#: 37-6019566 

Awardee Contact: Ray Cole Telephone: 618-284-7171 

County: Randolph, IL Congressional District: 12th 

Funding:

 DRA $ 50,000 18.97%

 Local $ 20,000 81.03%

 Total $ 70,000 100.00% 

Description: DRA funds along with the local match will provide $220,000 in funds to line and grout six to seven of the 

remaining defective drains, subject to competitive bid. In addition, funds will provide additional engineering funds for preparation 

of the bid documents as well as the project supervision.

Benefi ts/Outcomes: Completion of Phase III of an in-process levee project. The Village President has estimated that there are 

approximately 150 jobs in the community to be retained. A new industrial project near the village would bring more than 100 new 

jobs to the area. Certifi cation of the levee will allow a community to survive that might otherwise cease to exist.
 78

Fiscal Year 2013 Illinois Project Summaries

5. WC Meridian Road II

Awardee: Williamson County Federal ID#: 37-6002369

Awardee Contact: Ron Ellis Telephone: 618-998-2139 

County: Williamson, IL Congressional District: 12th 

Funding: 

 DRA $ 50,000 82.00%

 Local $ 11,510 18.00%

 Total $ 61,510 100.00%

Description: The purpose of this project is to provide transportation infrastructure to support a local economic development 

tourism asset’s expansion project which will result in the creation and retention of employment opportunities. 

Benefi ts/Outcomes: The outcome of the project will be the development of 64 new full-time and 98 new part-time 

employment positions as well as the retention of 47 full-time and 49 part-time positions. 

6. West Frankfort Business Incubator

Awardee: City of West Frankfort Federal ID#: 37-6000857

Awardee Contact: Tom Jordan Telephone: 618-932-3262 

County: Franklin, IL Congressional District: 12th 

Funding: 

 DRA $ 47,250 91.00%

 Applicant $ 5,000 9.00%

 Total $ 52,250 100.00%

Description: The scope of the project will allow for the City of West Frankfort to install/repair a sprinkler system in the 

business incubator located in the West Frankfort business park. Funds will also be used to repair the limited, non-functional 

sprinkler system currently in the facility.

Benefi ts/Outcomes: An expected outcome of this project is that a working sprinkler system will provide better fi re protection 

for these employers and future employers. A safe and active business incubator in the area will promote business growth, job 

creation, and job retention. Insurance rates will force many facilities to close if the sprinkler system is not working properly. A 

working sprinkler system will allow the current tenants to remain in the building and allow for the retaining of 67 jobs.
 Delta Regional Authority – Budget Justifi cation and Annual Report 79

Fiscal Year 2013 Illinois Project Summaries

7. Village of Crainville’s Water Storage Tank 

 

Awardee: Village of Crainville Federal ID#: 37-0961069 

Awardee Contact: Ron Mitchell Telephone: 618-985-3322 

County: Williamson, IL Congressional District: 12th 

Funding:

 DRA $ 50,000 82.00% 

 Local $ 11,510 18.00%

 Total $ 61,510 100.00%

Description: With funding from DRA, the Village of Crainville proposes to replace the top portion of Crainville’s storage tank.

Benefi ts/Outcomes: One outcome expected with this project is the preservation of the water supply for the community’s 

population and businesses. The renovated water tank will provide suffi cient water supply for the Village’s population of 1,252 

and Crainville’s 15 businesses in the case of an emergency.

8. Southern Illinois College-Obstetric Simulator

Awardee: Southern Illinois College (SIC) Federal ID#: 37-0906582

Awardee Contact: Karen Weiss Telephone: 618-252-5400 

County: Saline, IL Congressional District: 19th 

Funding: 

 DRA $ 32,706 9.00%

 Appllicant $ 269,000 91.00%

 Total $ 301,706 100.00%

Description: DRA funds will be used to purchase the obstetric simulator with laptop, monitor, computer accessories and 

software required for the simulation experiences. The funds will also be used to provide a train-the-trainer session for the SIC 

nursing faculty.

Benefi ts/Outcomes: Higher levels of obstetric nursing training can be provided to nursing students, and area healthcare providers. Simulations can be created in the nursing lab that will provide superior training than can be provided in local hospitals 

that do not have specialized obstetric units available for clinical.
 80

Fiscal Year 2013 Illinois Project Summaries

9. Massac County Transload Transportation Project (MAT) Assembly Facility

 

Awardee: Massac-Metropolis Port District Federal ID#: 27-2601305 

Awardee Contact: Richard Kruger Telephone: 618-524-9302 

County: Massac, IL Congressional District: 19th 

Funding:

 DRA $ 101,244 32.00% 

 Applicant $ 215,000 68.00%

 Total $ 316,244 100.00%

Description: DRA funds shall be used by the project operator/owner to complete the assembly building by adding a six foot 

concrete fl oor with entrance and exit ramps, install partitions to create a parts warehouse and break room, install overhead 

heating in the assembly building, and erect security fencing and mast lighting around the yard and perimeter of the property.

Benefi ts/Outcomes: A mat fabrication/assembly facility will benefi t the timber industry, sellers, buyers, and sawmill operators 

by more fully utilizing available resources.

10. City of Carterville Water & Sewer Project

 

Awardee: City of Carterville Federal ID#: 37-0811004 

Awardee Contact: Charles Mausey Telephone: 618-985-2700 

County: Williamson, IL Congressional District: 12th 

Funding: 

 DRA $ 169,250 60.00% 

 Applicant $ 112,750 40.00%

 Total $ 282,000 100.00%

Description: The City of Carterville will utilize DRA funds to provide access to water and sewer infrastructure for the 15 acres 

of property on which the Southern Illinois Hospital (SIH) Cancer Center will be located. This property is located along the Route 

13 corridor in the City of Carterville in Williamson County, Illinois. 

Benefi ts/Outcomes: The City of Carterville Water and Sewer Infrastructure project will result in providing critical public infrastructure for the SIH Cancer Center. The Cancer Center will create at least 13 new permanent full-time jobs and part-time jobs.
 Delta Regional Authority – Budget Justifi cation and Annual Report 81

DRA Projects in Kentucky

ADAIR

ALLEN

ANDERSON

BALLARD

BARREN

BATH

BELL

BOONE

BOURBON

BOYLE

BRACKEN

B

BRECKINRIDGE

BULLITT

BUTLER

CALDWELL

CALLOWAY

CAMPBELL

CARLISLE

CARROLL

CASEY

CHRISTIAN

CLARK

CLAY

CLINTON

CRITTENDEN

CUMBERLAND

DAVIESS

EDMONSON

ESTILL

FAYETTE

FLEMING

FRANKLIN

FULTON

GALLATIN

GARRARD

GRANT

GRAVES

GRAYSON

GREEN

HANCOCK

HARDIN

HARRISON

HART

HENDERSON

HENRY

HICKMAN

HOPKINS

JACKSON

JEFFERSON

JESSAMINE

KENTON

KNOX

LARUE

LAUREL

LEE

LE

LEWI

LINCOLN

LIVINGSTON

LOGAN

LYON

MCCRACKEN

MCCREARY

MCLEAN

MADISON 

MARION

MARSHALL

MASON

MEADE MENIFEE

MERCER

METCALFE

MONROE

MONTGOMERY

M

MUHLENBERG

NELSON

NICHOLAS

OHIO

OLDHAM

OWEN

OWSLEY

PENDLETON

POWELL

PULASKI

ROBERTSON

ROCKCASTLE

ROWA

RUSSELL

SCOTT

SHELBY

SIMPSON

SPENCER

TAYLOR

TODD

TRIGG

TRIMBLE

UNION

WARREN

WASHINGTON

WAYNE

WEBSTER

WHITLEY

WOLFE

WOODFORD

Kentucky Counties Served by DRA

Ballard

Caldwell

Calloway

Carlisle

Christian

Crittenden

Fulton

Graves

Henderson

Hickman

Hopkins

Livingston

Lyon

Marshall

McCracken

McLean

Muhlenberg

Todd

Trigg

Union

Webster

FY 2013 DRA Service Area

DRA projects funded prior to FY 2013

DRA projects funded during FY 2013
 82

Total DRA projects 55

DRA Investment $ 10,494,892

Other Public Investment $ 87,922,617

Other Private Investment $ 121,195,000

Overall Total Investment $ 225,612,509

Total Investment Leverage Ratio 21.59

Jobs Created 985

Jobs Retained 966

Individuals Trained for Jobs 26

Families Affected 26

Projected Jobs Created 392

Projected Jobs Retained 416

Projected Families Affected 296

“The Delta Regional Authority is a quality and effective resource for our state, offering 

Kentuckians that live in the Delta access to better healthcare, economic and educational opportunities. We strongly value our partnership with the DRA as we continue to work 

together in improving the overall standard of living for our citizens.

 – Governor Steve Beshear, Kentucky

”

Cumulative Kentucky Benefits from DRA

The numbers below are for FY 2002 through FY 2013.
 Delta Regional Authority – Budget Justifi cation and Annual Report 83

Kentucky Benefi ts from DRA

The numbers below are for FY 2013.

Total DRA projects 7

DRA Investment $ 989,893

Other Public Investment $ 5,365,738

Other Private Investment $ 1,645,000

Overall Total Investment $ 8,000,631 

Total Investment Leverage Ratio 7.08

Projected Jobs Created 75 

Projected Jobs Retained 63

“Thanks to the Delta Regional Authority investment, Two 

Rivers Fisheries has created much-needed jobs in Ballard County. By 

developing a commercial fi shing fl eet for Asian Carp, a local problem 

is now an international opportunity!

”

 – Vickie Viniard, Ballard County, KY Judge/Executive
 84

Kentucky DRA % of total Public Private Total Ratio Assessment ROI

2002 2,500,000 $ 8,598,715 $ 24,800,000 $ 35,898,715 $ 13.4:1 51,766 $ 4729%

2003 560,432 $ 5,326,518 $ 7,100,000 $ 12,986,950 $ 22.2:1 59,975 $ 834%

2004 334,164 $ 298,713 $ 86,000,000 $ 86,632,877 $ 258.3:1 48,000 $ 596%

2005 380,000 $ 880,000 $ - $ 1,260,000 $ 2.3:1 63,451 $ 499%

2006 449,240 $ 742,560 $ - $ 1,191,800 $ 1.7:1 69,385 $ 547%

2007 704,604 $ 25,116,339 $ 7,500,000 $ 33,320,943 $ 46.3:1 56,382 $ 1150%

2008 330,000 $ 48,375 $ - $ 378,375 $ 0.1:1 62,106 $ 431%

2009 1,177,709 $ 21,659,083 $ - $ 22,836,792 $ 18.4:1 63,040 $ 1768%

2010 706,725 $ 11,280,800 $ - $ 11,987,525 $ 16.0:1 65,998 $ 971%

2011 980,228 $ 8,438,225 $ - $ 9,418,453 $ 8.6:1 66,214 $ 1380%

2012 1,381,897 $ 167,551 $ 150,000 $ 1,699,448 $ 0.2:1 70,828 $ 1851%

2013 989,893 $ 5,365,738 $ 1,645,000 $ 8,000,631 $ 7.1:1 64,872 $ 1426%

DRA 10,494,892 $ Public 87,922,617 $ 

Private 127,195,000 $ 

Total 225,612,509 $ 

Total Projects 55

Leverage Comparisons

Cumulative Totals: FY02-FY13 Small state assessments, translate into large returns!!

STATES' RETURN ON DRA INVESTMENTS

FISCAL YEARS 2002 THROUGH 2013

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

201220102008200620042002

DRAPublicPrivate

4729%

834% 596% 499% 547% 1150% 431%

1768%

971%

1380%

1851%

1426%

0%

5000%4000%3000%2000%1000%

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

5%

39%

56%

DRAPublicPrivate
Kentucky FY 2013 

SEDAP Project Summaries
 86

Fiscal Year 2013 Kentucky Project Summaries

1. Lyon-Caldwell County Regional Broadband Infrastructure Phase II

Awardee: Lyon County Fiscal Court Federal ID#: 61-0953294

Awardee Contact: Wade White Telephone: 270-388-7311 

County: Lyon, KY Congressional District: 1st 

Funding: 

 DRA $ 55,000 100.00%

 Total $ 55,000 100.00%

Description: The purpose of this project is to provide additional High Speed (broadband) connectivity to geographical areas in 

the counties that are un/under-served. 

Benefi ts/Outcomes: The proposed project will enhance the quality of life for citizens throughout Kentucky’s Delta counties. 

Residents will maintain access to broadband internet; such access will afford new and innovative business opportunities, as 

well as improving their overall quality of life. Additionally, existing business and industry will derive numerous benefi ts from this 

project, as they will maintain state-of-the-art communications infrastructure to serve existing and future clients.

2. Crittenden Healthcare System C-Arm Project

 

Awardee: Crittenden Health Systems Federal ID#: 61-0953294 

Awardee Contact: Wade White Telephone: 270-388-7311 

County: Lyon, KY Congressional District: 1st 

Funding:

 DRA $ 105,000 89.00%

 Applicant $ 13,238 11.00%

 Total $ 118,238 100.00% 

Description: The proposed project involves the purchase of a C-Arm digital mobile imaging system for the Crittenden Health 

System. This project will allow the hospital to provide their patients with innovative x-ray imaging technology.

Benefi ts/Outcomes: The major benefi t expected from this project will be the ability of the Crittenden Health System to serve 

the citizens of the community locally with mobile fl uoroscopy imaging services.
 Delta Regional Authority – Budget Justifi cation and Annual Report 87

Fiscal Year 2013 Kentucky Project Summaries

3. Henderson County Airport Drainage Ditch Reroute

Awardee: Henderson County Fiscal Court Federal ID#: 61-6000814

Awardee Contact: Hugh McCormick Telephone: 270-826-3971 

County: Henderson, KY Congressional District: 1st 

Funding: 

 DRA $ 200,000 83.00%

 Applicant $ 42,500 17.00%

 Total $ 242,500 100.00%

Description: DRA funds will be used to divert the main drainage ditch that serves the Henderson City-County Airport from 

its current exit into Canoe Creek to a direct exit into the Ohio River. Roughly 1,470 linear feet of new drainage way will be 

constructed. 

Benefi ts/Outcomes: This project will eliminate around four miles of the main drainage way for the airport, creating a more 

effi cient drainage pattern and greatly reducing the risk of fl ooding at the airport. The new drainage route will enter an existing 

drainage easement at the Henderson County Riverport Authority, granting the Authority an opportunity to construct a container 

loading/unloading facility in the same location.

4. ConnectGRADD Regional Broadband

Awardee: ConnectGRADD Inc. Federal ID#: 61-0706096

Awardee Contact: Jiten Shah Telephone: 270-926-4433 

County: Webster, KY Congressional District: 1st 

Funding: 

 DRA $ 55,000 100.00%

 Total $ 55,000 100.00%

Description: This project will deliver broadband internet to un- and under-served areas in GRADD DRA counties, which will 

promote job growth; two areas in Webster and Henderson counties will be targeted. Fixed wireless equipment will be deployed 

for the Last Mile that will connect via wireless the Middle Mile to the existing ConnectGRADD infrastructure.

Benefi ts/Outcomes: The tower in Henderson County will reach the outskirts of the City of Henderson, including commercial 

areas longing for greater internet access.
 88

Fiscal Year 2013 Kentucky Project Summaries

5. Muhlenberg County Broadband

Awardee: Muhlenberg County Fiscal Court Federal ID#: 61-6000791

Awardee Contact: Rick Newman Telephone: 270-388-2520 

County: Muhlenberg, KY Congressional District: 1st 

Funding: 

 DRA $ 119,965 41.00%

 Applicant $ 100,000 34.00%

 Other $ 75,000 25.00%

 Total $ 294,965 100.00%

Description: This project will provide broadband infrastructure to serve the citizens of Muhlenberg County.

Benefi ts/Outcomes: The proposed project will enhance the quality of life for citizens throughout Kentucky’s Delta 

counties. Residents will maintain equal access to broadband internet, and such access will afford new and innovative business 

opportunities, as well as improving their overall quality of life. 

6. Fulton Project Solid Grey

Awardee: Fulton Industrial Development Board Federal ID#: 61-1076233

Awardee Contact: Eddie Crittendon Telephone: 270-472-2125 

County: Fulton, KY Congressional District: 1st 

Funding: 

 DRA $ 147,928 3.00%

 CDBG $ 7,500,000 19.00%

 TVA Loan $ 1,500,000 38.00%

 Company $ 1,570,000 40.00%

 Total $ 3,967,928 100.00%

Description: The purpose of this project is to establish an automotive supplier in Fulton County. It will provide a minimum 50 

new jobs to the region, diversify the local economy, grow the local tax base and have overall positive impacts on the community. 

The business makes carbon canisters for the automotive industry and has established relationships with Mercedes and BMW.
 Delta Regional Authority – Budget Justifi cation and Annual Report 89

Fiscal Year 2013 Kentucky Project Summaries

Benefi ts/Outcomes: The project will create at least 50 permanent jobs and several jobs during the construction phase. It will 

establish an international business in the region that will supply automotive parts to the automotive manufacturers throughout 

the Southeastern United States.

7. Improvements to Speculative (Spec) Building

Awardee: Ballard County Industrial Development Federal ID#: 61-1216796

 Board (IBD)

Awardee Contact: Terry Simmons Telephone: 270-744-3232 

County: Ballard, KY Congressional District: 1st 

Funding: 

 DRA $ 307,000 19.00%

 Applicant $ 390,000 25.00%

 Local $ 850,000 56.00%

 Total $ 1,547,000 100.00%

Description: The purpose of this project is to establish an international exporting business in Ballard County. It will provide 

up to 80 new jobs to the region, diversify the local economy, grow the local tax base and have overall positive impacts on the 

community. 

Benefi ts/Outcomes: The project will assist the applicant to attract a new business to the region, creating up to 80 new jobs. It 

will also support the local industrial and business park by utilizing an existing spec building which is currently unoccupied. Aside 

from economic benefi ts (new jobs, increased tax revenue, etc.), the project will also have environmental benefi ts that will help to 

stabilize local river ecosystems.
 90

DRA Projects in Louisiana

ST. MARTIN

ST. MARTIN

ACADIA

ALLEN

ASCENSION

ASSUMPTION

AVOYELLES

BEAUREGARD

BIENVILLE

BOSSIER

CADDO

CALCASIEU

CALDWELL

CAMERON

CATAHOULA

CLAIBORNE

CONCORDIA

DE SOTO

EAST

BATON

ROUGE

EAST

CARROLL

EAST

FELICIANA

EVANGELINE

FRANKLIN

GRANT

IBERIA

IBERVILLE

JACKSON

JEFFERSON

JEFFERSON

DAVIS

LAFAYETTE

LAFOURCHE

LA SALLE

LINCOLN

LIVINGSTON

MADISON

MOREHOUSE

NATCHITOCHES

ORLEANS

OUACHITA

PLAQUEMINES

POINTE

COUPEE

RAPIDES

RED

RIVER

RICHLAND

SABINE

ST. BERNARD

ST. CHARLES

ST.

HELENA

ST. JAMES

ST. JOHN

THE BAPTIST

ST. LANDRY

ST. MARY

ST. TAMMANY

TANGIPAHOA

TENSAS

TERREBONNE

UNION

VERMILION

VERNON

WASHINGTON

WEBSTER

WEST BATON

ROUGE

WEST

CARROLL

WEST

FELICIANA

WINN

Louisiana Counties Served by DRA

Acadia 

Allen 

Ascension

Assumption

Avoyelles

Beauregard

Bienville 

Caldwell 

Cameron 

Catahoula 

Claiborne

Concordia 

De Soto 

East Baton Rouge

East Carroll 

East Feliciana 

Evangeline 

Franklin

Grant 

Iberia 

Iberville 

Jackson 

Jefferson 

Jefferson Davis 

La Salle 

Lafourche 

Lincoln 

Livingston 

Madison 

Morehouse 

Natchitoches 

Orleans 

Ouachita 

Plaquemines 

Pointe Coupee 

Rapides 

Red River 

Richland 

St. Bernard 

St. Charles 

St. Helena 

St. James 

St. John the Baptist

St. Landry 

St. Martin 

St. Mary 

Tangipahoa 

Tensas 

Union

Vermillion

Washington 

Webster

West Baton Rouge 

West Carroll

West Feliciana

Winn

FY 2013 DRA Service Area

DRA projects funded prior to FY 2013

DRA projects funded during FY 2013
 Delta Regional Authority – Budget Justifi cation and Annual Report 91

Total DRA projects 171

DRA Investment $ 21,561,477

Other Public Investment $ 94,008,842

Other Private Investment $ 765,400,000

Overall Total Investment $ 880,970,319

Total Investment Leverage Ratio 39.86

Jobs Created 1,623 

Jobs Retained 1,282 

Individuals Trained for Jobs 27 

Families Affected 7,039

Projected Jobs Created 5,372 

Projected Jobs Retained 1,637 

Projected Individuals Trained for Jobs 107 

Projected Families Affected 17,837

“Louisiana has made it a priority to invest in infrastructure that supports economic 

development and we continue to emphasize our workforce and business development 

programs. We are proud to partner with Delta Regional Authority as we progress toward our 

goal of making Louisiana the best place in the nation to receive a good education, fi nd a great 

paying job and raise a family.

”

 – Doyle Robinson, Governor Jindal’s Designee to the DRA Board

Cumulative Louisiana Benefi ts from DRA

The numbers below are for FY 2002 through FY 2013.
 92

Louisiana Benefits from DRA

The numbers below are for FY 2013.

Total DRA projects 15

DRA Investment $ 1,644,478

Other Public Investment $ 2,171,008

Other Private Investment $ 173,000,000

Overall Total Investment $ 176,815,486

Total Investment Leverage Ratio 106.52

Projected Jobs Created 265

Projected Jobs Retained 79

Projected Families Affected 361

“St. James Parish, which lies within the Mississippi River 

Industrial Corridor between New Orleans and Baton Rouge, has seen 

a lot of new and proposed industrial and commercial expansions. 

In order to meet the increased potable water supply needs of both 

our existing and future customers, it is important for us to make 

improvements to our water treatment system. The funding from 

the DRA will help move those projects from planning and design to 

actual construction.

”

 – Timothy P. Roussel, St. James Parish, LA President
 Delta Regional Authority – Budget Justifi cation and Annual Report 93

Louisiana DRA % of total Public Private Total Ratio Assessment ROI

2002 4,941,253 $ 10,201,243 $ - $ 15,142,496 $ 2.1:1 123,244 $ 3909%2003 1,034,324 $ 12,679,750 $ 175,000,000 $ 188,714,074 $ 181.5:1 105,577 $ 880%2004 761,728 $ 6,268,404 $ - $ 7,030,132 $ 8.2:1 98,637 $ 672%2005 415,749 $ 1,027,850 $ 5,095,000 $ 6,538,599 $ 14.7:1 133,749 $ 211%2006 1,556,966 $ 7,514,704 $ 625,000 $ 9,696,670 $ 5.2:1 146,258 $ 965%2007 1,574,662 $ 7,601,707 $ 200,000,000 $ 209,176,369 $ 131.8:1 130,958 $ 1102%2008 1,736,038 $ 2,533,823 $ - $ 4,269,861 $ 1.5:1 144,255 $ 1103%2009 2,010,805 $ 1,767,636 $ - $ 3,778,441 $ 0.9:1 162,578 $ 1137%2010 2,140,788 $ 10,944,193 $ - $ 13,084,981 $ 5.1:1 132,862 $ 1511%2011 2,010,248 $ 20,352,893 $ 4,680,000 $ 27,043,141 $ 12.5:1 130,409 $ 1441%2012 1,734,438 $ 10,945,631 $ 207,000,000 $ 219,680,069 $ 125.7:1 139,496 $ 1143%2013 1,644,478 $ 2,171,008 $ 173,000,000 $ 176,815,486 $ 106.5:1 132,346 $ 1143%

DRA 21,561,477 $ Public 94,008,842 $ Private 765,400,000 $ Total 880,970,319 $ Total Projects 171

Leverage Comparisons

Cumulative Totals: FY02-FY13 Small state assessments, translate into large returns!!

STATES' RETURN ON DRA INVESTMENTS

FISCAL YEARS 2002 THROUGH 2013

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

201220102008200620042002

DRAPublicPrivate

3909%

880% 672%

211%

965% 1102% 1103% 1137%

1511% 1441% 1143% 1143%

0%

5000%4000%3000%2000%1000%

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

2%11%

87%

DRAPublicPrivate
Louisiana FY 2013

SEDAP Project Summaries
 Delta Regional Authority – Budget Justifi cation and Annual Report 95

Fiscal Year 2013 Louisiana Project Summaries

1. Town of Sterlington Wastewater Treatment Plant Headworks

Awardee: Town of Sterlington Federal ID#: 72-0566197

Awardee Contact: Vern Breland Telephone: 318-665-2157 

County: Ouachita, LA Congressional District: 5th 

Funding: 

 DRA $ 150,000 28.00%

 DEQ $ 350,000 66.00%

 Other $ 35,000 6.00% 

 Total $ 535,000 100.00%

Description: Design and construction of wastewater treatment plant headwork’s structure. The purpose of this project is to 

provide equipment for a wastewater treatment plant head works structure to screen out the trash, rags, debris, sand, grit, grease, 

etc., from the incoming wastewater fl ow. 

Benefi ts/Outcomes: The benefi t of this project will be the enhanced quality of the wastewater effl uent to the environment 

thereby protecting the residents of the area, the elimination of the incoming trash and debris, the elimination of the wastewater 

treatment plan shut down, and the elimination of the possibility of additional compliance orders.

2. LaSalle Parish Industrial Corridor 

 

Awardee: LaSalle Parish Police Jury Federal ID#: 72-6000655 

Awardee Contact: Bobby Francis Telephone: 318-992-2101 

County: LaSalle, LA Congressional District: 5th 

Funding:

 DRA $ 200,000 34.00%

 State $ 400,000 66.00%

 Total $ 600,000 100.00% 

Description: DRA investment, combined with State funds, will be used to reconstruct a locally-owned, public roadway. 

Benefi ts/Outcomes: The output shall be the reconstruction of a roadway to meet standards for commercial/industrial use. 

The outcome shall be the establishment of an industrial corridor allowing for traffi c/commerce transportation activities relative 

to national and international trade.
 96

Fiscal Year 2013 Louisiana Project Summaries

3. Covenant Water Treatment Plant

Awardee: St. James Parish Federal ID#: 72-6001228

Awardee Contact: Timothy Roussel Telephone: 225-562-2260 

County: Saint James, LA Congressional District: 3rd 

Funding: 

 DRA $ 90,810 90.00%

 State $ 10,909 10.00% 

 Total $ 101,719 100.00%

Description: Funds will be used for the design and construction of a chlorine storage building at the Convent Water Plant. The 

work included with this project is the construction of the Concrete Masonry Unit (CMU) block building with metal roof and concrete foundation. The buildings will consist of specialty equipment to hoist system chlorine cradles, a chlorine monitoring system, 

a chlorine isolation room, and relocation of existing chemical lines and drains.

Benefi ts/Outcomes: The project will provide a high priority improvement to St. James Parish’s water treatment that will 

improve the overall health and well-being of the community and allow the Parish to meet the existing and future usage requirements of businesses and industries.

4. North Webster Parish Industrial District Water System Expansion

 

Awardee: North Webster Parish Industrial District Federal ID#: 72-0870764 

Awardee Contact: David Smith Telephone: 318-382-4426 

County: Webster, LA Congressional District: 4th 

Funding:

 DRA $ 208,500 51.00%

 Applicant $ 200,000 49.00%

 Total $ 408,500 100.00% 

Description: Funds will be used to drill a third fresh-water well to increase the potable water supply of the North Webster Parish Industrial Park water system to meet the needs of a committed tenant moving into the industrial park. The water well with 

be drilled within the North Webster Parish Industrial Park and the associated piping will connect the tenant to the existing water 

system run by the industrial park.
 Delta Regional Authority – Budget Justifi cation and Annual Report 97

Fiscal Year 2013 Louisiana Project Summaries

Benefi ts/Outcomes: It is expected that 30 additional jobs will be created in the industrial district by expanding the water 

system to accommodate the new tenant needing the additional potted water for its business. Performance will be measured by 

drilling the well and expanding the water system at the North Webster Parish Industrial District, the locating of the new tenant to 

the industrial park, and the creation of new jobs from the establishment of the new business.

5. Lake Providence Road Re-Route

Awardee: Town of Lake Providence Federal ID#: 72-6000648 

Awardee Contact: Robert Amacker Telephone: 318-559-2288 

County: East Carroll, LA Congressional District: 5th 

Funding: 

 DRA $ 35,000 84.00%

 State $ 7,000 16.00%

 Total $ 42,000 100.00%

Description: The DRA funds will be used to engineer the re-routing of a road in Lake Providence and the contracting, cost of 

materials, and labor to apply the asphalt per engineering specifi cs. This project will be accomplished on public land and should 

be accomplished with 60 days of the notice to proceed from DRA. The project has not begun and will not be initiated until the 

application is approved and a notice to proceed is issued. The project encompasses a road 24 foot wide and 300 foot long 

utilizing approximately 850 square yards.

Benefi ts/Outcomes: The project will result in a new business locating in one of America’s poorest communities. 20 new jobs 

greatly impact this Delta community.

6. Springhill Small Business Incubator

 

Awardee: Town of Lake Providence Federal ID#: 72-60001357 

Awardee Contact: Carroll Breaux Telephone: 318-465-2762 

County: Webster, LA Congressional District: 4th 

Funding:

 DRA $ 100,000 25.00%

 Applicant $ 300,000 75.00%

 Total $ 400,000 100.00% 
 98

Fiscal Year 2013 Louisiana Project Summaries

Description: To complete the infrastructure with new construction on a certifi ed foundation with brick walls, this building has 

been donated for use through one of the area’s philanthropist, which was expressed to be used for a small business incubator. 

Benefi ts/Outcomes: A cost-benefi t analysis of this situation predicts that with 137 contacts, provisioning seven eventual jobs, 

the gain to the economic base will be a multiple of the cash fl ow of such, at a minimum $30,000 per unit will avail $210,000 

as a starting point of benefi t above $35,000, which is the status quo. Projecting that fi gure into the next two years we see the 

potential for more than half a million dollars being returned to the community which would be an enormous benefi t from a small 

cost $300,000.

7. Town of Oak Grove Water System Renovations

Awardee: Town of Oak Grove Federal ID#: 72-6001027

Awardee Contact: Lavelle Brown Telephone: 318-428-3275 

County: West Carroll, LA Congressional District: 5th 

Funding: 

 DRA $ 125,000 51.00%

 State $ 121,918 49.00%

 Total $ 246,918 100.00%

Description: DRA funds will be used specifi cally to replace the support media and the zeolite exchange media in the three 

softeners with replacement media and zeolite supplied by the original manufacture of the softeners (WesTech). This work will be 

accomplished by San-Tech Construction, West Monroe, LA.

Benefi ts: This project will result in the renovation of a water system for a small town and rural community. This renovation 

will provide safe water to approximately 1,100 businesses, schools and homes which total 2,700 residents. This project will 

have a positive outcome upon the health of 2,700 citizens in West Carroll Parish and upon 220 businesses which for this rural 

community will determine its economic health also. 

8. Town of Richwood Martin Luther King Dr. Sewer Line Extension 

 

Awardee: Ouachita Federal ID#: 72-0818438 

Awardee Contact: Alvin Jackson Telephone: 318-325-4328 

County: Ouachita, LA Congressional District: 5th 
 Delta Regional Authority – Budget Justifi cation and Annual Report 99

Fiscal Year 2013 Louisiana Project Summaries

Funding:

 DRA $ 85,000 100.00%

 Total $ 85,000 100.00% 

Description: DRA funding will allow for the design and construction of the proposed sewer improvements. The Town of 

Richwood has no general fund monies that can be obligated; and there are currently no available grant monies from other 

funding sources that used as leverage for this project. 

Benefi ts/Outcomes: Since the Louisiana Department of Health has set standards for acceptable sewer conditions, potential 

compliance issues with the State for these 25 citizens will be resolved. Continuous steps to improve and expand the sewer 

system will have a positive effect on the whole community; optimistically there will be future growth along Martin Luther King Dr.

9. Richardson Medical Center Telecommunications System

Awardee: Hospital District of Richland Federal ID#: 72-1179028

Awardee Contact: Oliver Holland Telephone: 318-728-4181 

County: Richland, LA Congressional District: 5th 

Funding: 

 DRA $ 120,668 100.00%

 Total $ 120,668 100.00%

Description: The Richardson Medical Center existing telecommunications system is more than 17 years old and many of the 

parts are no longer being manufactured and cannot be replaced once broken. In addition, the existing wiring system does not 

have the capacity to transmit the data information and the functionality is obsolete. In order to provide additional telecommunications services, new wiring and lines are required, thus increasing the monthly telecommunications expense for the hospital.

Benefi ts/Outcomes: The output/outcome for this proposed DRA project funding can be measured in direct management and 

oversight for the health care activities of the Richardson Medical Center. The replacement of the existing 17 year-old telecommunications system will allow for a more cost effective and effi cient health care for the citizens of Richland Parish. The completion 

of the telecommunications project will also magnify the economic development potential for retaining existing jobs and creating 

new jobs in Richland Parish, Louisiana.
 100

Fiscal Year 2013 Louisiana Project Summaries

10. Madison Parish Port Rail Project 

Awardee: Madison Parish Port Commission Federal ID#: 72-0708655 

Awardee Contact: Clyde Thompson Telephone: 318-574-2181 

County: Madison, LA Congressional District: 5th

Funding:

 DRA $ 100,000 87.00%

 Applicant $ 15,000 13.00%

 Total $ 115,000 100.00% 

Description: The project proposes to restore and enhance a rail that serves a port on the Mississippi River in Madison Parish. 

The present rail is insuffi cient to handle both the traffi c and load capacity to provide the materials necessary for processing to 

enter and the fi nished product to exit the plant.

Benefi ts/Outcomes: The outcome of the project will be the restoration of a rail necessary to sustain an industry vital to the 

economic health of a rural delta community. The immediate measurable outcome will be the retention of 75 jobs and the creation 

of two new jobs. 

11. Ascension Parish Assessor IT Expansion

Awardee: Ascension Parish Assessor’s Offi ce Federal ID#: 72-6008712

Awardee Contact: Justin Champlin Telephone: 225-647-8182 

County: Ascension, LA Congressional District: 6th

Funding: 

 DRA $ 150,000 87.00%

 Other $ 25,000 13.00%

 Total $ 175,000 100.00%

Description: DRA’s investment will be used for the purchase of orthopedic and/or oblique aerial imagery, ESRI mapping 

software, sketching software and computer tablets, a new server and/or additional hard drive space to accommodate the new 

software and imagery and other incidental items necessary to reach this goal of technological improvement.

Benefi ts/Outcomes: The outcome of the project will be the provision of information to the public they would like to see 

considering the growing expectation of technology in government functions.
 Delta Regional Authority – Budget Justifi cation and Annual Report 101

Fiscal Year 2013 Louisiana Project Summaries

12. Louisiana Providence Road Re-Route

 

Awardee: City of Bunkie Federal ID#: 72-6000215 

Awardee Contact: Mike Robertson Telephone: 318-346-7494 

County: Avoyelles, LA Congressional District: 5th

Funding:

 DRA $ 88,000 87.00%

 Other $ 22,000 13.00%

 Total $ 110,000 100.00% 

Description: Re-location of a drainage ditch in advance of company construction.

Benefi ts/Outcomes: This project will secure a manufacturer which will use advanced technologies, sustainable resources, and 

energy effi cient practices within plant design and processes. The project will create up to 200 jobs with wages of $13.00 per 

hour and benefi ts.

13. Avoyelles Parish Port Industrial Infrastructure

 

Awardee: Avoyelles Parish Port Commission Federal ID#: 06-1795922

Awardee Contact: Samuel Maddie Telephone: 318-359-2958 

County: Avoyelles, LA Congressional District: 5th

Funding:

 DRA $ 150,000 26.00%

 RBEG Grant $ 200,000 35.00%

 Other $ 220,000 39.00%

 Total $ 570,000 100.00% 

Description: The total port and industrial park infrastructure development project includes: 3,000 linear feet of access roadway; 1,130 linear feet of six-inch water line; and 1,080 linear feet of eight-inch sewer line to serve the APPC industrial park. 

The Avoyelles Parish Port Commission (APPC) is providing the tracts of land for use in the port and industrial park infrastructure 

development. The 850 plus acres of land has been acquired by the APPC through cash purchase from their own funds and a 

USDA Rural Business Enterprise Grant (RBEG) of $200,000. More than 800 acres of the existing industrial park was donated to 

the APPC by Canadian millionaire and chairman of Magna International, Frank Stronach. 
 102

Fiscal Year 2013 Louisiana Project Summaries

Benefi ts/Outcomes: The output shall be construction of infrastructure, private investment, job retention and job creation. The 

outcome shall be employment, attraction and growth of additional jobs and private investments, and enrichment of infrastructure 

to support multi-modal transportation and improvement economic activity, including exporting. Long-term performance for this 

proposed DRA project funding can be measured in the number of existing jobs to be retained and the number of new jobs to 

be created in Avoyelles Parish, Louisiana, which has an unemployment rate of 6.7 percent in March 2013 as compared to the 

State of Louisiana unemployment rate of 6.0 percent for the same period of time. The project will help to retain 32 jobs and will 

create 65 jobs.

14. Town of Harrisonburg Wastewater

Awardee: Village of Harrisonburg Federal ID#: 72-0635469

Awardee Contact: Michael Tubre Telephone: 318-744-5794 

County: Catahoula, LA Congressional District: 5th

Funding: 

 DRA $ 50,000 100.00%

 Total $ 50,000 100.00%

Description: Installation of BioHaven Floating Treatment Wetlands for treating municipal waste water to resolve DEQ 

compliance issues.

Benefi ts/Outcomes: Resolution of compliance orders for the Village of Harrisonburg so that the communities can achievement 

full compliance with a Louisiana Department of Environmental Quality NPDES & LPDES permit.

15. Town of Maringouin

Awardee: Town of Maringouin Federal ID#: 72-6000883

Awardee Contact: John Overton Telephone: 225-625-2630 

County: Iberville, LA Congressional District: 6th

Funding:

 DRA $ 50,000 100.00%

 Total $ 50,000 100.00% 

Description: Upgrade municipal wastewater system to resolve DEQ compliance issues.

Benefi ts/Outcomes: Resolution of compliance orders for the Village of Harrisonburg and so that the communities can 

achievement full compliance with NPDES & LPDES permits.
 Delta Regional Authority – Budget Justifi cation and Annual Report 103

DRA Projects in Mississippi

ADAMS

ALCORN

AMITE

ATTALA

BENTON

BOLIVAR

CALHOUN

CARROLL

CHICKASAW

CHOCTAW

CLAIBORNE

CLARKE

CLAY

COAHOMA

COPIAH

COVINGTON

DE SOTO

FORREST

FRANKLIN

GEORGE

GREENE

GRENADA

HANCOCK

HARRISON

HINDS

HOLMES

HUMPHREYS

ISSAQUENA

ITAWAMBA

JACKSON

JASPER

JEFFERSON

DAVIS

JONES

KEMPER

LAFAYETTE

LAMAR

LAUDERDALE

LAWRENCE

LEAKE

LEE

LEFLORE

LINCOLN

LOWNDES

MADISON

MARION

MARSHALL

MONROE

MONTGOMERY

NESHOBA

NEWTON

NOXUBEE

OKTIBBEHA

PANOLA

PEARL RIVER

PERRY

PIKE

PONTOTOC

PRENTISS

QUITMAN

RANKIN

SCOTT

SHARKEY

SIMPSON

SMITH

STONE

SUNFLOWER

TALLAHATCHIE

TATE

TIPPAH

TISHOMINGO

TUNICA

UNION

WALTHALL

WARREN

WASHINGTON

WAYNE

WEBSTER

WILKINSON

WINSTON

YALOBUSHA

YAZOO

JEFFERSON

Mississippi Counties Served by DRA

Adams

Amite

Attala

Benton

Bolivar

Carroll

Claiborne

Coahoma

Copiah

Covington

DeSoto

Franklin

Grenada

Hinds

Holmes

Humphreys

Issaquena

Jasper

Jefferson

Jefferson Davis

Jones

Lafayette

Lawrence

Lefl ore

Lincoln

Madison

Marion

Marshall

Montgomery

Panola

Pearl River

Pike

Quitman

Rankin

Sharkey

Simpson

Smith

Sunfl ower

Tallahatchie

Tate

Tippah

Tunica

Union

Walthall

Warren

Washington

Wilkinson

Yalobusha

Yazoo

FY 2013 DRA Service Area

DRA projects funded prior to FY 2013

DRA projects funded during FY 2013
 104

“These needed investments by the Delta Regional Authority will help in repairing infrastructure to city and towns in the Delta as well as funds to transform a facility into a regional 

job training hub. I appreciate the work of the Delta Regional Authority and their continued 

commitment to the people of the Mississippi Delta.

”

 – Governor Phil Bryant, Mississippi

Cumulative Mississippi Benefits from DRA

The numbers below are for FY 2002 through FY 2013.

Total DRA projects 108

DRA Investment $ 16,705,869

Other Public Investment $ 85,459,581

Other Private Investment $ 265,547,869

Overall Total Investment $ 367,713,319

Total Investment Leverage Ratio 21.41

Jobs Created 569

Jobs Retained 262

Individuals Trained for Jobs 105

Families Affected 2,471

Projected Jobs Created 1,455

Projected Jobs Retained 1,352

Projected Individuals Trained for Jobs 1,077

Projected Families Affected 5,900

Digital Literacy 13,000
 Delta Regional Authority – Budget Justifi cation and Annual Report 105

Mississippi Benefi ts from DRA

The numbers below are for FY 2013.

Total DRA projects 8

DRA Investment $ 1,342,547

Other Public Investment $ 9,767,215

Other Private Investment $ 96,856,047

Overall Total Investment $ 107,965,809 

Total Investment Leverage Ratio 79.42

Projected Jobs Created 242 

Projected Jobs Retained 302 

Projected Individuals Trained for Jobs 350 

Projected Families Affected 175

“This project [funded by the Delta Regional Authority] will provide 

coordinated and accessible health care and education to underserved 

areas of Mississippi. Mississippi’s health and economic future depend 

on this innovative, culturally appropriate, community based telehealth 

effort to improve health outcomes.

”

 – Kristi Henderson, Director, Telehealth Center 

 at the University of Mississippi Medical Center 
 106

Mississippi DRA % of total Public Private Total Ratio Assessment ROI

2002 3,880,756 $ 11,143,528 $ - $ 15,024,284 $ 2.9:1 83,053 $ 4573%

2003 620,500 $ 2,097,057 $ - $ 2,717,557 $ 3.4:1 96,223 $ 545%

2004 188,365 $ 1,413,517 $ - $ 1,601,882 $ 7.5:1 77,011 $ 145%

2005 570,309 $ 1,321,567 $ 3,100,000 $ 4,991,876 $ 7.8:1 97,188 $ 487%

2006 1,209,484 $ 3,951,012 $ 7,500,000 $ 12,660,496 $ 9.5:1 106,278 $ 1038%

2007 1,283,830 $ 9,389,977 $ 90,000,000 $ 100,673,807 $ 77.4:1 89,827 $ 1329%

2008 1,560,956 $ 2,048,944 $ 200,822 $ 3,810,722 $ 1.4:1 98,946 $ 1478%

2009 1,459,985 $ 12,348,732 $ 1,250,000 $ 15,058,717 $ 9.3:1 97,518 $ 1397%

2010 1,637,589 $ 25,634,802 $ 65,000,000 $ 92,272,391 $ 55.3:1 105,668 $ 1450%

2011 1,482,253 $ 5,703,914 $ - $ 7,186,167 $ 3.8:1 105,957 $ 1299%

2012 1,469,295 $ 639,316 $ 1,641,000 $ 3,749,611 $ 1.6:1 113,341 $ 1196%2013 1,342,547 $ 9,767,215 $ 96,856,047 $ 107,965,809 $ 79.4:1 111,943 $ 1099%

DRA 16,705,869 $ Public 85,459,581 $ 

Private 265,547,869 $ 

Total 367,713,319 $ 

Total Projects 108

Leverage Comparisons

Cumulative Totals: FY02-FY13 Small state assessments, translate into large returns!!

STATES' RETURN ON DRA INVESTMENTS

FISCAL YEARS 2002 THROUGH 2013

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

201220102008200620042002

DRAPublicPrivate

4573%

545%

145%

487%

1038% 1329% 1478% 1397% 1450% 1299% 1196% 1099%

0%

5000%4000%3000%2000%1000%

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

5%

23%

72%

DRAPublicPrivate
Mississippi FY 2013 

SEDAP Project Summaries
 108

Fiscal Year 2013 Mississippi Project Summaries

1. Project Ice Water

Awardee: Tunica County Federal ID#: 64-6001134

Awardee Contact: James Dunn Telephone: 662-363-1465 

County: Tunica, MS Congressional District: 2nd 

Funding: 

 DRA $ 203,566 6.86% 

 Local $ 2,759,919 93.14%

 Total $ 2,963,485 100.00%

Description: The DRA funds will be utilized to install the water and sewer services necessary for the new industry to locate in 

Tunica County, MS. The water improvements will install 550 linear feet of new 12 feet water line. This will install water lines along 

the entire eastern property line of the proposed project site, not only supplying the site with an adequate supply of water, but also 

granting the water system the capacity for future expansion at the project site. Approximately 2,000 linear feet of sewer lines 

and 40 manholes will also installed to service the project site and provide adequate sewer capacity to the site. Tunica County will 

own the improvements and lease them to the new industry.

Benefi ts/Outcomes: This project will construct the necessary sewer and water services required for the new facility to be 

operational. The proposed project will result in a new industry locating and operating a new facility in Tunica County, MS.

2. City of Hazlehurst Water and Sewer Service Extension

 

Awardee: City of Hazelhurst Federal ID#: 64-6000437 

Awardee Contact: Henry Banks Telephone: 601-894-3131 

County: Copiah, MS Congressional District: 4th 

Funding:

 DRA $ 210,000 9.00%

 EDA $ 480,000 21.00%

 CDBG $ 525,000 24.00%

 Applicant $ 1,015,290 46.00%

 Total $ 2,230,290 100.00% 

Description: The City of Hazlehurst project is installing a water line from Exxon to the new hospital property, which is located 

on Hwy 28, Hazlehurst, MS 39083.
 Delta Regional Authority – Budget Justifi cation and Annual Report 109

Fiscal Year 2013 Mississippi Project Summaries

Benefi ts/Outcomes: The project will result in the City of Hazlehurst helping Hardy Wilson Memorial Hospital to continue and 

improve its health services to the City of Hazlehurst and Copiah County by providing quality workforce, nurses and physicians. The 

project will help create 29 new jobs and retain the 153 full-time jobs and continue maintaining and improving City of Hazlehurst 

revenue.

3. Project Alert

Awardee: Mississippi Blood Services Federal ID#: 23-7447676

Awardee Contact: David Allen Telephone: 601-368-2696 

County: Rankin, MS Congressional District: 2nd 

Funding: 

 DRA $ 200,000 93.00%

 Applicant $ 15,000 7.00% 

 Total $ 215,000 100.00%

Description: All DRA funds, along with Mississippi Blood Services (MBS) matching funds, will be used to purchase a Mobile 

Donor Coach. This coach will be used throughout Mississippi Delta counties as a full service donation facility. Services offered 

on the mobile coach include a mini-physical, educational materials to address specifi c health issues (such as blood pressure, 

nutrition, and hemoglobin levels), and collection of blood units.

Benefi ts/Outcomes: As a direct result of this project, mobile operations staff will be increased by 12 percent (fi ve positions). 

MBS anticipates increasing the number of donors who have access to mini-physicals and education in the DRA counties. This 

project will allow MBS to better meet the increasing demand for blood and blood products from hospitals in the MS Delta and 

DRA counties.

4. Eastmoor Water

 

Awardee: City of Moorhead Federal ID#: 64-6000857 

Awardee Contact: George Holland Telephone: 662-246-5461 

County: Sunfl ower, MS Congressional District: 2nd 

Funding:

 DRA $ 150,000 100.00%

 Total $ 150,000 100.00% 

Description: The City of Moorhead and a hired contractor will construct and install water main lines for the subdivision of 

Eastmoor.
 110

Fiscal Year 2013 Mississippi Project Summaries

Benefi ts/Outcomes: The output of this project is the access of 175 people to safe drinking water. The outcome of receiving 

the DRA funds will change lives in this community affected by these water, sewer, and infrastructure problems. With this project, 

residents of the subdivision will now have an adequate water system where they can have safe water. Along with this project, 

there is also potential for jobs to be created with the construction of the water system and, once built, the maintenance and 

upkeep of the system. The biggest outcome will be the health of Eastmoor’s residents. These residents will now have sustainable 

water that is sanitary.

5. Magee General Hospital (MGH) Pharmacy Improvements

Awardee: Magee General Hospital Federal ID#: 64-0324402 

Awardee Contact: Althea Crumpton Telephone: 601-849-5070 

County: Simpson, MS Congressional District: 3rd 

Funding: 

 DRA $ 76,856 88.48%

 Applicant $ 10,000 11.52% 

 Total $ 86,856 100.00%

Description: The installation of new updated equipment such as the OmniCell automated pharmacy and supply system will play 

a key role in helping Magee General Hospital improve inventory management, track and reduce costs, recapture lost charges, 

improve effi ciency, allow for the expansion of fl oor stock medications, simplify the management of controlled substances and 

improve patient care. Employee satisfaction surveys from large hospital replacements (MGH is licensed for 64 beds) suggest that 

those that work in new facilities with new equipment are generally happier with their employment situation.

Benefi ts/Outcomes: The installation of new pharmacy equipment at Magee General Hospital will positively affect the hospital’s 

ability to serve its patients. The OmniCell system will help ensure patients receive accurate and timely doses of medication. 

Employee satisfaction surveys from larger hospitals (MGH is licensed for 64 beds) suggest that those that work in new facilities 

with new equipment are generally happier with their employment situation.

6. Attala Regional Education, Training and Job Creation Center

 

Awardee: Holmes Community College Federal ID#: 64-6011102 

Awardee Contact: Glenn Boyce Telephone: 662-472-9013 

County: Attala, MS Congressional District: 2nd 
 Delta Regional Authority – Budget Justifi cation and Annual Report 111

Fiscal Year 2013 Mississippi Project Summaries

Funding:

 DRA $ 250,000 7.00%

 EDA $ 1,600,309 48.00%

 Local $ 1,000,000 30.00%

 Applicant $ 500,000 15.00%

 Total $ 3,350,309 100.00% 

Description: This center will provide basic education and GED opportunities for those without a high school diploma, academic 

courses and career/technical programs for those seeking a career, entrepreneurship training for those seeking to start their own 

business, and workforce training.

Benefi ts/Outcomes: The total number anticipated to be served per year in the center is 3,000 individuals. Academic 

enrollment is expected to be 350 individuals with 80 percent of those transferring to a university to complete their education.

7. U.S. Highway 61 Sanitary Sewage Overfl ow

Awardee: City of Natchez Federal ID#: 64-6000864

Awardee Contact: Larry Brown Telephone: 601-445-7555 

County: Adams, MS Congressional District: 2nd 

Funding: 

 DRA $ 150,000 13.00%

 Applicant $ 941,524 87.00% 

 Total $ 1,091,524 100.00%

Description: Construct a terminal at the Washington County Airport to improve airport operations and enhance the use of air 

transportation for existing and new businesses.

Benefi ts/Outcomes: Natchez Ford will retain 40 full-time jobs. Natchez Regional Hospital will retain 300 full-time jobs and 

Natchez Community Hospital will retain 240 full-time jobs. Additionally, the threat of untreated waste water being discharged into 

Spanish Bayou and into adjacent backyards will be eliminated.
 112

Fiscal Year 2013 Mississippi Project Summaries

8. Screw Conveyor Project 

 

Awardee: Montgomery Board Supervisors Federal ID#: 64-6000851

Awardee Contact: Nelson Forrest Telephone: 662-283-2333 

County: Montgomery, MS Congressional District: 2nd 

Funding:

 DRA $ 102,105 9.98%

 ARC $ 200,000 19.56%

 CAP Loan $ 320,173 31.31%

 CDBG $ 400,000 39.15%

 Total $ 1,022,298 100.00% 

Description: The County owns the building that the Screw Conveyor Corporation uses as a manufacturing facility. DRA funds 

will provide new roofi ng, lighting, restrooms and new roofi ng and wall panels over existing loading dock structure.

Benefi ts/Outcomes: Expanded efforts to modernize and strengthen existing businesses. Twenty new jobs created in addition 

to 48 jobs retained.
 Delta Regional Authority – Budget Justifi cation and Annual Report 113

DRA Projects in Missouri

ADAIR

ANDREW

ATCHISON

AUDRAIN

BARRY

BARTON

BATES BENTON

BOLLINGER

BOONE

BUCHANAN

BUTLER

CALDWELL

CALLAWAY

CAMDEN

CAPE

GIRARDEAU

CARROLL

CARTER

CASS

CEDAR

CHARITON

CHRISTIAN

CLARK

CLAY

CLINTON

COLE

COOPER

CRAWFORD

DADE

DALLAS

DAVIESS

DE KALB

DENT

DOUGLAS

DUNKLIN

FRANKLIN

GASCONADE

GENTRY

GREENE

GRUNDY

HARRISON

HENRY

HICKORY

HOLT

HOWARD

HOWELL

IRON

JACKSON

JASPER

JEFFERSON

JOHNSON

KNOX

LACLEDE

LAFAYETTE

LAWRENCE

LEWIS

LINCOLN

LINN

LIVINGSTON

MCDONALD

MACON

MADISON

MARIES

MARION

MERCER

MILLER

MISSISSIPPI

MONITEAU

MONROE

MONTGOMERY

MORGAN

NEW MADRID

NEWTON

NODAWAY

OREGON

OSAGE

OZARK

PEMISCOT

PERRY

PETTIS

PHELPS

PIKE

PLATTE

POLK

PULASKI

PUTNAM

RALLS

RANDOLPH

RAY

REYNOLDS

RIPLEY

ST. CHARLES

ST. CLAIR

ST.

GENEVIEVE

ST.

FRANCOIS

ST. LOUIS

SALINE

SCHUYLER

SCOTLAND

SCOTT

SHANNON

SHELBY

STODDARD STONE

SULLIVAN

TANEY

TEXAS

VERNON

WARREN

WASHINGTON

WAYNE

WEBSTER

WORTH

WRIGHT

ST. LOUIS

CITY

Missouri Counties Served by DRA

Bollinger

Butler

Cape Girardeau

Carter 

Crawford

Dent

Douglas

Dunklin

Howell

Iron

Madison

Mississippi

New Madrid

Oregon

Ozark

Pemiscot

Perry

Phelps

Reynolds

Ripley

Scott

Shannon

St. Francois

St. Genevieve

Stoddard

Texas

Washington

Wayne

Wright

FY 2013 DRA Service Area

DRA projects funded prior to FY 2013

DRA projects funded during FY 2013
 114

“Growing rural economies means making sure our students are prepared and our 

infrastructure is strong. From expanding the use of technology in our classrooms to strengthening our transportation infrastructure, these strategic investments through the Delta 

Regional Authority will strengthen communities and enhance opportunities for economic 

development in this region and throughout our state.

”

 – Governor Jay Nixon, Missouri

Cumulative Missouri Benefits from DRA

The numbers below are for FY 2002 through FY 2013.

Total DRA projects 106

DRA Investment $ 13,862,112

Other Public Investment $ 54,203,707

Other Private Investment $ 215,653,030

Overall Total Investment $ 283,718,849 

Total Investment Leverage Ratio 19.75

Jobs Created 1,158

Jobs Retained 1,443

Individuals Trained for Jobs 386

Families Affected 1,084

Projected Jobs Created 403

Projected Jobs Retained 4,313

Projected Individuals Trained for Jobs 463

Projected Families Affected 912
 Delta Regional Authority – Budget Justifi cation and Annual Report 115

Missouri Benefi ts from DRA

The numbers below are for FY 2013.

Total DRA projects 9

DRA Investment $ 1,039,830

Other Public Investment $ 4,458,785

Other Private Investment Investment $ 2,142,000

Overall Total Investment $ 7,640,614 

Total Investment Leverage Ratio 6.35

Projected Jobs Created 77 

Projected Jobs Retained 641

Projected Individuals Trained for Jobs 31

“Despite Williamsville’s most earnest efforts to secure funding and 

bring our sewer system into regulatory compliance with Department of 

Natural Resources guidelines, we would not have been able to achieve 

this worthy goal without the assistance of the Delta Regional Authority. 

Our community passed a bond, worked with Rural Development and 

Department of Agriculture, and made every effort to identify funding 

sources that would help with this monumental project. But it was the 

Delta Regional Authority that provided the fi nal piece so that we can 

move forward with ensuring our community’s health and wellbeing 

and protecting our environment. Thank you, DRA!

”

 – Angela Smith, Mayor, Williamsville, MO
 116

Missouri DRA % of total Public Private Total Ratio Assessment ROI

2002 3,050,952 $ 6,327,151 $ - $ 9,378,103 $ 2.1:1 68,262 $ 4369%2003 713,047 $ 4,554,250 $ - $ 5,267,297 $ 6.4:1 79,087 $ 802%2004 395,883 $ 4,739,349 $ 5,500,000 $ 10,635,232 $ 25.9:1 63,296 $ 525%2005 750,837 $ 5,486,501 $ - $ 6,237,338 $ 7.3:1 79,826 $ 841%2006 624,913 $ 1,219,949 $ 2,234,000 $ 4,078,862 $ 5.5:1 87,291 $ 616%2007 948,122 $ 1,658,621 $ 169,560,000 $ 172,166,743 $ 180.6:1 70,542 $ 1244%2008 728,034 $ 2,936,006 $ 14,315,030 $ 17,979,070 $ 23.7:1 77,703 $ 837%2009 1,196,268 $ 8,707,245 $ 12,000,000 $ 21,903,513 $ 17.3:1 80,784 $ 1381%2010 1,485,607 $ 6,778,956 $ - $ 8,264,563 $ 4.6:1 85,328 $ 1641%2011 1,634,745 $ 4,668,419 $ 9,902,000 $ 16,205,164 $ 8.9:1 83,669 $ 1854%2012 1,293,874 $ 2,668,475 $ - $ 3,962,349 $ 2.1:1 89,500 $ 1346%2013 1,039,830 $ 4,458,785 $ 2,142,000 $ 7,640,615 $ 6.3:1 83,468 $ 1146%

DRA 13,862,112 $ Public 54,203,707 $ Private 215,653,030 $ Total 283,718,849 $ Total Projects 106

Leverage Comparisons

Cumulative Totals: FY02-FY13 Small state assessments, translate into large returns!!

STATES' RETURN ON DRA INVESTMENTS

FISCAL YEARS 2002 THROUGH 2013

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

201220102008200620042002

DRAPublicPrivate

4369%

802% 525% 841% 616%

1244%

837%

1381% 1641% 1854% 1346% 1146%

0%

5000%4000%3000%2000%1000%

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

5%

19%

76%

DRAPublicPrivate
Missouri FY 2013 

SEDAP Project Summaries
 118

Fiscal Year 2013 Missouri Project Summaries

1. Caledonia Wastewater Upgrade

Awardee: Village of Caledonia Federal ID#: 72-0708655

Awardee Contact: Robert Vinyard Telephone: 573-779-3492 

County: Washington, MO Congressional District: 8th 

Funding: 

 DRA $ 105,500 81.00%

 Applicant $ 25,143 19.00%

 Total $ 130,643 100.00%

Description: The project will make necessary upgrades and additions needed for the city to maintain its state operating permit 

as prescribed by the Missouri Department of Natural Resources.

Benefi ts/Outcomes: With the installation of a UV disinfection unit with piping modifi cations, the city can continue to provide 

adequate wastewater treatment under a Missouri State Operating Permit and protect the health and safety of not only the people 

of the community, but the environment as well.

2. Pemiscot County Port Authority Railroad Siding

 

Awardee: Pemiscot Port Authority Federal ID#: 43-1165251 

Awardee Contact: Duane Michie Telephone: 573-333-1700 

County: Pemiscot, MO Congressional District: 8th 

Funding: 

 DRA $ 200,000 23.00%

 Applicant $ 97,917 11.00%

 State $ 391,666 46.00%

 Other $ 165,582 20.00%

 Total $ 855,165 100.00% 

Description: The Pemiscot County Port Authority plans to construct an additional 2,425 feet of railroad track on port owned 

property. The newest tenant is receiving shuttle service (unit trains with dedicated power) bringing crude oil from the Bakken oil 

fi elds of North Dakota to our Port for transfer to barges bound for domestic refi neries.

Benefi ts/Outcomes: Both rail shippers are making large capital investments and plan signifi cant employment increases to 

handle increasing product shipment volumes.
 Delta Regional Authority – Budget Justifi cation and Annual Report 119

Fiscal Year 2013 Missouri Project Summaries

3. Operation JumpStart

Awardee: Poplar Bluff Chamber of Commerce Federal ID#: 43-0212327

Awardee Contact: Steve Halter Telephone: 573-785-7761 

County: Butler, MO Congressional District: 8th 

Funding: 

 DRA $ 7,481 100.00%

 Total $ 7,481 100.00%

Description: The purpose of this project is to provide Operation JumpStart (OJS) entrepreneurial training to 25 participants 

during the spring of 2013. The region recently learned that a large employer of 500 jobs will relocate its operation to Mexico at 

the end of 2014/beginning of 2015. The funding for this program was requested not only as an avenue to provide assistance to 

those affected employees, but also as a means to decrease overall unemployment in the Ozark Foothills region.

Benefi ts/Outcomes: The project will give 25 individuals an opportunity to learn basic business and entrepreneurial skills and 

assess their business ideas. This is valuable for at least three reasons. First, those individuals who choose not to start businesses 

become more informed about how businesses operate and employers have commented that they are better employees because 

of that understanding. Second, instead of just jumping in and starting businesses, individuals are much more prepared and ready 

by working out potential problems and doing research prior to opening their doors. Third, many discover that what they thought 

would have been a good business idea is not feasible for one reason or another.

4. Holloway Distributing Company-Economic Development Project

 

Awardee: City of Puxico Federal ID#: 43-6012402

Awardee Contact: Rickey McLean Telephone: 573-222-3162 

County: Stoddard, MO Congressional District: 8th 

Funding:

 DRA $ 196,650 100.00%

 Total $ 196,650 100.00% 

Description: Holloway Distributing Company, located in downtown Puxico, is the largest distribution company between St. 

Louis, MO and Memphis, TN. The Company is proposing an expansion of its business to include a 20,000 square foot freezer 

facility to accommodate the future sales and distribution of frozen foods. Holloway currently receives an average of 20 large 

trucks per day plus the demand of their current delivery trucks. 
 120

Fiscal Year 2013 Missouri Project Summaries

Benefi ts/Outcomes: This project will allow Holloway Distributing Company to expand their facility at a cost of $2 million. In 

addition new jobs will be available to the residents of Puxico; approximately 10-15 new employees will be needed to operate 

the new facility.

5. Small Business Growth through Mentoring and Management Training

 

Awardee: Downtown West Plains, Inc. Federal ID#: 43-1881237 

Awardee Contact: Toney Aid Telephone: 417-256-9724 

County: Hollowell, MO Congressional District: 8th 

Funding:

 DRA $ 80,850 77.91%

 Applicant $ 11,000 8.46%

 Local $ 2,000 1.88%

 Other $ 3,000 2.82%

 Program Income $ 9,500 8.93%

 Total $ 106,350 100.00% 

Description: The project will provide the Ozarks Small Business Incubator (OzSBI) with the resources and training to better 

achieve its mission, supporting businesses growth and job creation. 

Benefi ts/Outcomes: The Ozarks Small Business Incubator will train six mentors in Growth Wheel. They will use this tool to 

work with up to fi fteen clients each. It is estimated that by the end of 2014 OzSBI will be working with 20 clients and by year end 

2015, 30 clients. If each client creates two new jobs, a total of 60 new jobs will be created over the course of two years, tripling 

the number of jobs OzSBI created in its fi rst year and half of operations.

6. Track Four & Five Expansion

 

Awardee: Semo Port Federal ID#: 43-1091410 

Awardee Contact: Amanda Brink Telephone: 573-264-4045 

County: Scott, MO Congressional District: 8th 

Funding:

 DRA $ 80,850 56.00%

 Applicant $ 38,250 27.00%

 Local $ 25,500 17.00%

 Total $ 144,600 100.00% 
 Delta Regional Authority – Budget Justifi cation and Annual Report 121

Fiscal Year 2013 Missouri Project Summaries

Description: Expanding the North Four & Five Tracks will provide the infrastructure to serve a variety of customers, current and 

future, thereby supporting economic growth. Track Five will serve the adjoining 28 acre site which would make this site ideal for 

potential prospects.

Benefi ts/Outcomes: Upon completion of the track expansion, these tracks will serve a variety of customers. In addition to construction jobs, the additional track expansion will maintain the current number of jobs at Semo Port. This expansion will especially 

help with maintaining jobs at Semo Milling.

7. iLearn Project

Awardee: Sikeston Public Schools Federal ID#: 43-6003435

Awardee Contact: Tom Williams Telephone: 573-472-2581 

County: Scott, MO Congressional District: 8th 

Funding: 

 DRA $ 24,532 5.00%

 Applicant $ 547,050 95.00%

 Total $ 571,582 100.00%

Description: Provide students with an educational environment rich in technology and communication and graduation with 

certifi cations in various industries.

Benefi ts/Outcomes: Purchase of 700 iPads whose technology will be utilized by students. There will be between 600-650 

students and 60 teachers who will be provided the best educational opportunities available.

8. Airport Upgrades

Awardee: Washington County Industrial Federal ID#: 43-6003965

 Development Board

Awardee Contact: Paul Vilmer Telephone: 573-438-6196 

County: Washington, MO Congressional District: 8th 

Funding: 

 DRA $ 174,817 70.00%

 Applicant $ 77,267 30.00%

 Total $ 252,084 100.00%
 122

Fiscal Year 2013 Missouri Project Summaries

Description: Construct a terminal at the Washington County Airport to improve airport operations and enhance the use of air 

transportation for existing and new businesses.

Benefi ts/Outcomes: A new 1,500 square foot terminal building and 3,500 square foot of asphalt paving at the Washington 

County Airport in addition to seven new jobs.

9. Airport Upgrades

Awardee: Texas County Memorial Hospital (TCMH) Federal ID#: 43-0887928

Awardee Contact: Jay Gentry Telephone: 417-967-1377 

County: Texas, MO Congressional District: 8th 

Funding: 

 DRA $ 150,000 5.00%

 Applicant $ 3,064,909 95.00%

 Total $ 3,214,909 100.00%

Description: TCMH is in the process of revitalizing our hospital campus. It is replacing a 30-year old surgery center with a new 

surgery center which will include a tornado safe-room/community center as well.

Benefi ts/Outcomes: The primary outcome measurement will be the job retention that will take place because of this project. 

In this day and time many small rural hospitals are struggling to keep their doors open and be able to provide quality healthcare 

and great employment opportunities. By TCMH being progressive and recognizing the need for revitalizing their campus, they 

are effectively ensuring that they will continue to be a viable organization into the future and be able to retain the current rate of 

employment.
 Delta Regional Authority – Budget Justifi cation and Annual Report 123

DRA Projects in Tennessee

ANDERSON

BEDFORD

BENTON

BLEDSOE 

BRADLEY

CAMPBEL

CANNON

CARROLL

CHEATHAM

CHESTER

CLAY

COFFEE

CROCKETT

CUMBERLAND

DAVIDSON

DECATUR

DE KALB

DICKSON

DYER

FAYETTE

FENTRESS

FRANKLIN

GIBSON

GILES

GRUNDY

HAMILTON

HARDEMAN

HARDIN

HAYWOOD HENDERSON

HENRY

HICKMAN

HOUSTON

HUMPHREYS

JACKSON

LAKE

LAUDERDALE

LAWRENCE

LEWIS

LINCOLN

LOUDON

MCMINN

MCNAIRY

MACON

MADISON

MARION

MARSHALL

MAURY

MEIGS

MONROE

MONTGOMERY

MOORE

MORGAN

OBION OVERTON

PERRY

PICKETT

POLK

PUTNAM

RHEA

ROANE

ROBERTSON

RUTHERFORD

SCOTT

SEQUATCHIE

SHELBY

SMITH

STEWART

SUMNER

TIPTON

TROUSDALE

VAN

BUREN

WARREN

WAYNE

WEAKLEY

WHITE

WILLIAMSON

WILSON

Tennessee Counties Served by DRA

Benton

Carroll

Chester

Crockett

Decatur

Dyer

Fayette

Gibson

Hardeman

Hardin

Haywood

Henderson

Henry

Lake

Lauderdale

Madison

McNairy

Obion

Shelby

Tipton

Weakley

FY 2013 DRA Service Area

DRA projects funded prior to FY 2013

DRA projects funded during FY 2013
 124

“Ever since its inception, the Delta Regional Authority has been part of many key projects in 

northwest Tennessee. What began as mostly infrastructure projects, including fresh drinking 

water, has grown to grown to include all aspects of quality of life issues.......workforce development, transportation, healthcare....you name it! The DRA is involved in every aspect of building 

a better and stronger Delta region. At NWTDD, we are proud to be a partner.

”

– John A. Bucy, Executive Director, Northwest Tennessee Development District/

 Northwest Tennessee Human Resource Agency

Cumulative Tennessee Benefits from DRA

The numbers below are for FY 2002 through FY 2013.

Total DRA projects 68

DRA Investment $ 15,344,332

Other Public Investment $ 158,508,988

Other Private Investment $ 287,772,206

Overall Total Investment $ 461,625,526

Total Investment Leverage Ratio 29.08

Jobs Created 1,764

Jobs Retained 11

Individuals Trained for Jobs 53

Families Affected 4,252

Projected Jobs Created 3,389

Projected Jobs Retained 1,230

Projected Individuals Trained for Jobs 3,185

Projected Families Affected 7,998
 Delta Regional Authority – Budget Justifi cation and Annual Report 125

Tennessee Benefi ts from DRA

The numbers below are for FY 2013.

Total DRA projects 6

DRA Investment $ 994,213

Other Public Investment $ 638,983

Other Private Investment $ 477,206

Overall Total Investment $ 2,110,402 

Total Investment Leverage Ratio 1.12

Projected Jobs Created 80 

Projected Individuals Trained for Jobs 605

“Our aim for these Healthy Delta Regional Data Reports was to 

provide highly relevant, up-to-date health and demographic data in 

a format that was readily accessible and easy to use...The Healthy 

Delta Research Database will support local organizations and government bodies as they try to understand the health care needs of their 

communities and benchmark their improvements over time.

”

 – Dr. Teresa Waters, Professor, Department of Preventive Medicine 

 at the University of Tennessee Health Science Center
 126

Tennessee DRA % of total Public Private Total Ratio Assessment ROI

2002 2,805,583 $ 4,948,390 $ - $ 7,753,973 $ 1.8:1 62,574 $ 4384%2003 684,384 $ 91,016 $ - $ 775,400 $ 0.1:1 72,497 $ 844%2004 367,513 $ 1,388,281 $ - $ 1,755,794 $ 3.8:1 58,022 $ 533%2005 506,952 $ 2,749,520 $ 1,390,000 $ 4,646,472 $ 8.2:1 93,589 $ 442%2006 976,017 $ 396,003 $ - $ 1,372,020 $ 0.4:1 102,342 $ 854%2007 1,179,815 $ 207,900 $ 165,000,000 $ 166,387,715 $ 140.0:1 82,843 $ 1324%2008 477,264 $ 4,062,989 $ - $ 4,540,253 $ 8.5:1 91,253 $ 423%2009 908,220 $ - $ - $ 908,220 $ 0.0:1 76,240 $ 1091%2010 1,665,525 $ 6,360,500 $ - $ 8,026,025 $ 3.8:1 79,774 $ 1988%2011 3,748,646 $ 137,181,588 $ 120,000,000 $ 260,930,234 $ 68.6:1 82,876 $ 4423%2012 1,030,200 $ 483,818 $ 905,000 $ 2,419,018 $ 1.3:1 88,654 $ 1062%2013 994,213 $ 638,983 $ 477,206 $ 2,110,402 $ 1.1:1 79,356 $ 1153%

DRA 15,344,332 $ Public 158,508,988 $ Private 287,772,206 $ Total 461,625,526 $ Total Projects 68

Leverage Comparisons

Cumulative Totals: FY02-FY13 Small state assessments, translate into large returns!!

STATES' RETURN ON DRA INVESTMENTS

FISCAL YEARS 2002 THROUGH 2013

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

201220102008200620042002

DRAPublicPrivate

4384%

844% 533% 442% 854%

1324%

423%

1091%

1988%

4423%

1062% 1153%

0%

5000%4000%3000%2000%1000%

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

3%

34%

63%

DRAPublicPrivate
Tennessee FY 2013 

SEDAP Project Summaries
 128

Fiscal Year 2013 Tennessee Project Summaries

1. Emergency Water Tank Replacement

Awardee: Mason Hall Development Corporation Federal ID#: 62-1081177

Awardee Contact: Wanda Smithson Telephone: 731-446-4507 

County: Obion, TN Congressional District: 8th 

Funding: 

 DRA $ 19,515 73.00%

 USDA-RD $ 7,500 27.00%

 Total $ 27,015 100.00%

Description: The purpose of this project is the removal of two 1,000 gallon tanks that currently serve the unincorporated 

community of Mason Hall. These tanks will be replaced with a 2,000 gallon tank with a better quality lining and subsequently 

longer lifespan.

Benefi ts/Outcomes: The benefi ts of this project shall be the removal of two 1,000 gallon storage tanks and replace them 

with a new 2,000 gallon storage tank. Outcome: Clean drinking water for an estimated 178 residents in Mason Hall. Reduced 

maintenance costs to the Mason Hall Development Corporation and its residents. Reduced health risks to residents and reduced 

liability to the development corporation.

2. Minority/Women Owned Business Strategic Growth Services 

 

Awardee: MMBC Continuum Federal ID#: 62-1198163 

Awardee Contact: Luke Yancy Telephone: 901-525-6512 

County: Shelby, TN Congressional District: 9th 

Funding:

 DRA $ 250,000 58.00%

 Applicant $ 186,000 42.00%

 Total $ 436,000 100.00% 

Description: This project is based on the M/WBE Life Cycle Continuum model created by The MMBC Continuum that details 

the various needs of Minority/Women Owned Business Enterprises (M/WBEs) at various business life cycle stages. The model 

consists of fi ve stages and this project will primarily target and serve M/WBEs in Stages three-fi ve. However, based on the life 

cycle review and assessment for each market, The MMBC Continuum will expand its existing programming by either: 1) providing 

the necessary services, 2) working with the local existing economic development agency and/or university to enhance or improve 

their services for M/WBEs, or 3) leveraging existing strategic partnerships in other markets to provide the necessary services.
 Delta Regional Authority – Budget Justifi cation and Annual Report 129

Fiscal Year 2013 Tennessee Project Summaries

Benefi ts/Outcomes: The overall outcome of this project is the improved competitiveness of M/WBEs evidenced by an increase 

in the number and dollar value of contracts/procurement awarded to M/WBEs, which results in increased revenues, ultimately 

leading to job creation.

3. City of McKenzie Training Facility 

Awardee: City of McKenzie Federal ID#: 62-6003555

Awardee Contact: Jill Holland Telephone: 731-352-2292 

County: Carroll, TN Congressional District: 8th 

Funding: 

 DRA $ 200,000 61.00%

 Local $ 131,210 39.00%

 Total $ 331,210 100.00%

Description: Funding requested in this proposal is for the renovation of the existing Park Theatre building. The renovation will 

include substantial demolition, fi nishing, electrical, and HVAC repair. DRA funding will be used in demolition, fi nish work, electrical 

repair, and grant administration/environmental review provided by Northwest Tennessee Development District (NWTDD).

Benefi ts: During the fi rst year of operation ManPower has indicated that it will conduct two Drug Free Tennessee training 

sessions with 30 associates in each session. Once a year, it will provide training for their management staff of 15 persons. Eight 

branch managers will receive training four times a year. ManPower will conduct two-day NCRC silver certifi cation training for 20 

persons. It will conduct an annual training session for 35-40 staff members to improve job placement skills.

4. Crosstown Development Project 

 

Awardee: Crosstown Arts Federal ID#: 27-1876711 

Awardee Contact: Todd Richardson Telephone: 901-507-8032 

County: Shelby, TN Congressional District: 9th 

Funding:

 DRA $ 250,000 88.00%

 Applicant $ 20,000 7.00%

 Other $ 15,000 5.00%

 Total $ 285,000 100.00% 
 130

Fiscal Year 2013 Tennessee Project Summaries

Description: 

Benefi ts/Outcomes: The Crosstown building will serve as a common space/theatre staircase open to the public. It will 

facilitate 35-net new businesses or non-profi t organizations to move to the Crosstown Building. In addition, 75 percent of existing 

businesses in the Crosstown neighborhood will participate in common area programs in the Crosstown Building. Additionally, 50 

percent of residents in the Crosstown neighborhood and surrounding neighborhoods Vollintine Evergreen, Evergreen, Klondike 

and Smokey City will participate in common area programs in the Crosstown Building. 

5. SWTCC Java Bootcamp 

Awardee: SW Tennessee Community College Federal ID#: 62-1834818

Awardee Contact: Nathan Essex Telephone: 901-729-2871 

County: Shelby, TN Congressional District: 9th 

Funding: 

 DRA $ 199,600 31.00%

 Applicant $ 105,100 17.00%

 Other $ 342,106 52.00%

 Total $ 646,806 100.00%

Description: DRA funding for this program will allow Southwest Tennessee Community College (Southwest) will and its training 

partner to make the Java BootCamp program a full-time program, going from one course per year to seven courses per year. 

Southwest will contract with its training partner to teach the seven-week intensive Java BootCamp.

Benefi ts/Outcomes: This program will provide highly-specialized training, qualifying successful graduates for guaranteed jobs 

as Certifi ed Java Developers upon completion of the program. At the end of the fi rst year of the full-time program, Southwest 

expects to have a total of 50 to 80 graduates who will have completed the seven-week BootCamp and will be working in the 

full-time career development training program at Memphis MTSC.

6. City of Brownsville Rail Line Rehabilitation Project 

Awardee: City of Brownsville Federal ID#: 62-0678229

Awardee Contact: Jo Matherne Telephone: 731-772-1212 

County: Haywood, TN Congressional District: 7th 
 Delta Regional Authority – Budget Justifi cation and Annual Report 131

Fiscal Year 2013 Tennessee Project Summaries

Funding:

 DRA $ 162,598 90.00%

 Applicant $ 18,067 10.00%

 Total $ 180,665 100.00% 

Description: The purpose of this rail line rehabilitation project is to assure long-term continued operation to the industrial park 

tenants and the promotion of economic development opportunities along this rail line.

Benefi ts/Outcomes: Once completed, the rehabilitation of the existing rail line into the Brownsville Industrial Park will provide 

a safer and more effi cient means of product transportation for the industries utilizing this rail line. These improvements will 

accommodate the existing industries and can aid in attracting future industries to the area.

7. Vision Weakley

Awardee: VisionPerry Federal ID#: 45-1453302

Awardee Contact: Michael Dumont Telephone: 931-589-6631 

County: Weakley, TN Congressional District: 7th & 8th 

Funding: 

 DRA $ 162,598 100.00%

 Total $ 162,598 100.00%

Description: This proposal will fund the startup of a Weakley County Digital Factory to train residents in Customer Service 

Representation (CSR) and Linux/Apache/MySQL/PHP (LAMP) programming, and create full-time jobs.

Benefi ts/Outcomes: Founder Michael Dumont estimates that a new Digital Factory in Weakley County can train 60 persons for 

CSR work and four to six LAMP programmers within the fi rst six months of full operation. Initial training will focus on customer 

service representation with LAMP Programming curriculum being made available later. Job creation in the CSR fi eld would be 

relatively rapid as contractual work from the Linden and Trenton operations would spill over to the Weakley County facility.
DRA Programs and Initiatives
 Delta Regional Authority – Budget Justifi cation and Annual Report 133

A Series of Collaborative Conversations about 

Philanthropy, Federal Funding, and Partnership

FY 2013 Update

On March 17, 2013, the Delta Regional Authority and the White House Council on Strong Cities, Strong Communities partnered to 

host a collaborative conversation about philanthropy, government, partnership, and sustainable development in the Delta region in 

Memphis, TN. The event was held in partnership with the Funders’ Network for Smart Growth and Sustainable Communities.

DRA was thrilled to be joined by the Honorable A.C. Wharton, Jr., Mayor of the City of Memphis; Bobby Goode, USDA Tennessee State 

Director; Sherece West, of the Winthrop Rockefeller Foundation; William Buster, of the Kellogg Foundation; Bill Bynum, of the Hope 

Enterprise Corporation and Hope Credit Union (HOPE); Chad Bowman, of the City of Memphis; Melissa Rivers, of the East Arkansas 

Planning and Development District; Erich Caulfi eld, of SC2 New Orleans, and Sarah Sieloff, of SC2 Memphis.

DRA was also grateful for the participation of various stakeholders who served as group discussion facilitators: Paul Young and John 

Zeanah, with the Memphis/Shelby County Offi ce of Sustainability; Kim Marousek, from St. Charles Parrish, LA; Ellen Lee, of the Greater 

New Orleans Foundation; Dan Lurie, with the National Endowment for the Arts; Salin Geevarghese, of the Department of Housing and 

Urban Development; and Annett Pagan, from Winrock International.

During the meeting, the group generated a focused conversation on place-based local economic development in the Delta region, 

discussed effective strategies to improve current efforts, and identifi ed opportunities for federal partners and private philanthropy to 

work together to improve the Delta. The meeting also served as a regionally-focused platform through which to introduce members of 

these various circles to one another and develop partnerships among them. Going forward, DRA plans to build a coalition among these 

and other stakeholders in order to uphold our commitment to strengthening partnerships that support Delta communities.

First Quarter FY 2014 Update

Continued discussions and follow-up conversations stemming from this event have taken place over the course of the FY 14. In addition 

to the collaborative Growing Strong in the Delta Forum held in collaboration with National Association of Development Organizations 

(NADO) and other entities in the Summer of 2013, DRA held the Rooting Wealth That Sticks summit in collaboration with the Aspen 

Institute in the Fall of 2013. Summaries for both events can be found in the Programs and Initiatives section of this document. 

Expectations and Projections for the Remainder of FY 2014

DRA looks forward to continued conversations and strengthened collaborative efforts with these and other partners, as we continue in 

pursuit of a shared mission to better leverage and coordinate private and public investments in the Delta.
 134

Delta Doctors Program

In an attempt to increase the number of doctors serving Delta residents, the Delta Regional Authority implemented the Delta Doctors 

program in 2003. The program allows foreign physicians who are trained in this country to work in medically underserved areas for 

three years. Most choose to stay far longer once they develop a patient base. Those in the Delta Doctors program do not take jobs 

away from U.S.-born physicians. Instead, they provide services in areas where otherwise there would be a shortage of physicians.

The Delta Regional Authority is one of the few government agencies allowed to recommend such visa waivers to the State Department. 

Medical school graduates from other countries normally are required to return to their home countries for at least two years after they 

complete their education. The J-1 visa waiver obtained under the Delta Doctors program allows them to stay in the United States if 

they spend at least three years in medically underserved areas. The physicians must provide primary care in their specialty fields for 

at least 40 hours a week. They also must provide care to the indigent, Medicaid recipients and Medicare recipients. The Delta Doctors 

program accepts waiver requests for medical specialists and also provides National Interest Waiver (NIW) Support. The NIW allows 

foreign physicians to obtain permanent residence in this country by providing a total of five years of medical service in a medically 

underserved area.

Fiscal Year 2013 Status

In Fiscal Year 2013 the Delta Doctors Program has surpassed 2012 submissions of 33 the previous year and received 56 applications, while maintaining constructive dialogue with J-1 attorneys who counsel doctors in the program. In April of 2013, DRA hosted a 

highly successful Delta Doctors Conference in Memphis, TN with more than 60 J-1 attorneys, Hospitals and Medical professionals in 

attendance. Some of the conclusions from the conference were the need to build a jobs board featuring openings in the region and 

the need for a region-wide marketing campaign. The conference also led to Alabama having waiver applications submitted for the first 

time since the program began. 

DRA collaborates and coordinates with health clinics, hospitals, immigration 

attorneys, State Conrad 30 coordinators, and the State Department to ensure 

the program’s integrity. To date, the Delta Doctors program has assisted with 

the placement of 261 physicians in the region, which has increased regional 

capacity to meet the health care needs of Delta families.

Expectations and Projections for the Remainder of FY 2014

Applications have slowed downed, but continue to come into the office. 

Compliance-forms will be sent out to physicians, hospitals and clinics to get 

the patient numbers, and the breakdown of who has been seen these forms 

are sent out twice a year in July and December. DRA asks for documentation 

from Doctors and Employers twice a year so that we can measure outcomes 

to having this program in the region the dates are January 1 - June 30 and 

July 1 - December 31.

Table 10 -- Delta Doctors Placed by State

STATE 2013 FY 2003-2013

Alabama 3 3

Arkansas 1 16

Illinois 13 45

Kentucky 1 9

Louisiana 5 14

Mississippi 13 71

Missouri 8 41

Tennessee 12 62

Totals 56 261
 Delta Regional Authority – Budget Justifi cation and Annual Report 135

The Economic Impacts of the

Delta Doctors Program: Results to Data

Dennis P. Robinson, Ph.D. and Melody Muldrow

 Institute for Economic Advancement University of Arkansas at Little Rock March 6, 2014

Delivering Delta Doctors

The Delta Regional Authority has implemented the Delta Doctors Program to increase access to quality health care for the people 

living in the region. The program allows foreign physicians who have been trained in the U.S. to work in medically underserved areas 

for three years. Those in the Delta Doctors Program do not take jobs away from U.S. physicians, since they provide crucial medical 

services in areas with a physician shortage. The program is not a residency program, nor is the Delta Regional Authority able to assist 

in the placement of foreign medical students into residency programs.

Notes:

* The 2013 Rural-urban Continuum category changed for several non-metro counties resulting in these counties being classifi ed as 

metro counties. 

The physicians placed by the Delta Doctors Program to date (See Table 1) have completed at least three years of specialized 

training, learning how to deliver a range of acute, chronic and preventive medical care services. In addition to diagnosing and treating 

illness, they also provide preventive care including routine check-ups, health risk assessments, immunization and screening tests, and 

personalized counseling on maintaining a healthy lifestyle. Delta Doctors physicians also manage chronic illnesses and coordinate 

care with other sub specialists-from heart disease, stroke and hypertension, to diabetes, cancer and asthma, family physicians provide 

primary care for the nation’s most serious health problems.

STATE DOCTORS IN DOCTORS IN TOTAL

 METRO COUNTIES NON-METRO COUNTIES DOCTORS

Alabama 2 1 3

Arkansas 0 5 5

Illinois* 18 5 23

Kentucky 0 3 3

Louisiana 9 0 9

Mississippi 15 17 32

Missouri 0 19 19

Tennessee 19 6 20

TOTAL 63 56 119

Table 11 -- Number of Delta Doctors Placed by State
 136

The Economic Impacts of the

Delta Doctors Program: Results to Data

While physicians are primarily focused on providing care to their patients, they also play a vital role in the regional economies by creating jobs, purchasing goods and services and supporting state and community public programs. This report estimates the economic 

impacts of the Delta Doctors Program physicians measured in terms of jobs, income, the created economic value and business sales.

For the year 2012, there is a total of 119 doctors placed in the Delta region, including 94 doctors placed in the previous years and 

already in full practice, and another 25 doctors newly placed in December. Even though the newly placed doctors may not have started 

services, their potentials to generate economic impacts are similar to those doctors in practice. Therefore, in this study, the newly 

placed doctors have been included to estimate their economic impacts to the region.

Impact Estimation Methodology

The economic data from the 2007 IMPLAN database has been used to evaluate the annual economic impact of the physicians placed 

by the Delta Doctors Program in each of the counties that the doctors are serving. Using MGMA data, we have estimated that one full 

time physician creates an average of five full-time supporting staff positions1

.

The economic impacts include direct, indirect and induced components. The direct impacts are the value of jobs, income, valued 

added and business sales that are produced from patient care activities provided in physician offices. The indirect impacts include the 

jobs, income, value added and the business sales generated in the industries that are supported by physicians’ offices. The induced 

impacts are the additional economic effects resulting from incomes induced interactions. Total effects are the sum of the direct, indirect 

and induced effects.

Economic Impact Results

Table 2 summarizes the average annual economic effects of the Delta Doctors Program on a per physician basis. The results are given 

for the entire Delta Doctors Program and for physicians placed in metropolitan and non-metropolitan counties.

1

 A cost survey performed by the Medical Group Management Association on member Family Practice Single Specialty Groups that 

was based on the year 2003 data shows that a median value of 5 total employed staff (FTE) per physician.
 Delta Regional Authority – Budget Justifi cation and Annual Report 137

The Economic Impacts of the

Delta Doctors Program: Results to Data

Notes:

*Total effect may not equal to the sum of the direct, indirect and induced effects due to rounding. Monetary values are in 2012 dollars 

and employment effects are the average numbers of full- and part-time jobs. Impacts are computed using 2007 IMPLAN Econometric 

multipliers compiled using the “trade- fl ow” procedure for each county having doctors placed.

On average, each Delta doctor is estimated to create 5 full-time jobs within their clinics and offi ces, and an additional 3.4 full- and 

part-time jobs within the communities where they work. It means that one doctor effects on about 9.4 jobs in total (including the 

doctor) each year. Each new job is expected to earn approximately $80,584 per year ($757,492 in labor income ÷ 9.4 jobs). Each 

Delta Doctors physician will create extra value to the community equal to $955,806 each year in labor income, profi ts, dividends, and 

indirect business taxes. And, each doctor will be responsible for 1.5 million in business sales each year. The economic impact results 

will vary depending on where the physicians are placed. The economic effects are greater for physicians located in metropolitan areas 

than those in rural communities (nearly double).

Table 3 provides the economic effects information by each state that the doctors placed. The state variations in the impact results are 

explained by the type of the communities that the doctors are working, including metro versus non-metro areas (See Table 1).

PER PHYSICIAN EMPLOYMENT LABOR INCOME

 DIRECT INDIRECT INDUCED TOTAL DIRECT INDIRECT INDUCED TOTAL

 EFFECT EFFECT EFFECT EFFECT* EFFECT EFFECT EFFECT EFFECT*

All DRA Counties 6.0 1.4 3.0 10.4 $ 590,184 $ 55,240 $ 112,067 $ 757,492 

Metro Counties 6.0 1.8 4.0 11.8 $ 761,427 $ 77,572 $ 159,215 $ 998,214

Non-Metro Counties 6.0 0.9 1.9 8.8 $ 397,536 $ 30,117 $ 59,025 $ 486,679

PER PHYSICIAN VALUE ADDED OUTPUT

 DIRECT INDIRECT INDUCED TOTAL DIRECT INDIRECT INDUCED TOTAL

 EFFECT EFFECT EFFECT EFFECT* EFFECT EFFECT EFFECT EFFECT*

All DRA Counties $ 662,273 $ 90,131 $ 203,402 $ 955,806 $ 1,028,532 $ 162,882 $ 347,886 $ 1,539,300 

Metro Counties $ 854,209 $ 128,624 $ 286,748 $ 1,269,581 $ 1,290,694 $ 228,044 $ 489,288 $ 2,008,026

Non-Metro Counties $ 446,345 $ 46,827 $ 109,638 $ 602,810 $ 733,599 $ 89,574 $ 188,810 $ 1,011,983

Table 12 -- Employment and Labor Income per Physician 
 138

The Economic Impacts of the

Delta Doctors Program: Results to Data

Notes:

*Total effect may not equal to the sum of the direct, indirect and induced effects due to rounding. Monetary values are in 2012 dollars 

and employment effects are the average numbers of full and part-time jobs. Impacts are computed using 2007 IMPLAN Econometric 

multipliers compiled using the “trade- flow” procedure for each county having doctors placed.

Table 13 -- Employment and Labor Income by State 

STATE EMPLOYMENT LABOR INCOME

 DIRECT INDIRECT INDUCED TOTAL DIRECT INDIRECT INDUCED TOTAL

 EFFECT EFFECT EFFECT EFFECT* EFFECT EFFECT EFFECT EFFECT*

Alabama 6.0 1.0 2.4 9.4 $ 458,209 $ 38,463 $ 79,916 $ 576,588

Arkansas 6.0 0.3 0.7 7.0 $ 29,993 $ 1,805 $ 3,100 $ 34,898

Illinois 6.0 1.0 2.1 9.1 $ 437,001 $ 37,128 $ 66,973 $ 541,103

Kentucky 6.0 0.6 1.6 8.2 $ 384,954 $ 22,793 $ 46,745 $ 454,491

Louisiana 6.0 0.4 0.7 7.1 $ 163,210 $ 14,399 $ 24,983 $ 202,592

Mississippi 6.0 1.2 2.9 10.1 $ 783,044 $ 41,013 $ 95,615 $ 919,672

Missouri 6.0 1.3 2.6 10.0 $ 481,980 $ 42,346 $ 77,940 $ 602,265

Tennessee 6.0 2.7 5.8 14.5 $ 842,708 $ 129,407 $ 262,289 $ 1,234,405

STATE EMPLOYMENT LABOR INCOME

 DIRECT INDIRECT INDUCED TOTAL DIRECT INDIRECT INDUCED TOTAL

 EFFECT EFFECT EFFECT EFFECT* EFFECT EFFECT EFFECT EFFECT*

Alabama $ 515,031 $ 64,014 $ 147,225 $ 726,270 $ 799,799 $ 118,123 $ 253,913 $ 1,171,835 

Arkansas $ 33,663 $ 3,010 $ 6,055 $ 42,729 $ 57,517 $ 5,565 $ 10,319 $ 73,400

Illinois $ 490,708 $ 60,961 $ 125,610 $ 677,279 $ 801,236 $ 112,209 $ 216,183 $ 1,129,628

Kentucky $ 432,497 $ 36,466 $ 95,446 $ 564,408 $ 694,889 $ 65,384 $ 163,151 $ 923,425

Louisiana $ 183,360 $ 23,682 $ 46,753 $ 253,795 $ 295,579 $ 43,684 $ 83,439 $ 422,702

Mississippi $ 877,309 $ 70,264 $ 186,481 $ 1,134,054 $ 1,306,630 $ 125,806 $ 307,630 $ 1,740,066

Missouri $ 540,814 $ 64,390 $ 141,846 $ 747,049 $ 910,452 $ 125,327 $ 248,771 $ 1,284,550

Tennessee $ 946,883 $ 209,871 $ 452,918 $ 1,609,671 $ 1,439,453 $ 371,382 $ 781,748 $ 2,592,583
 Delta Regional Authority – Budget Justifi cation and Annual Report 139

Delta Leadership Institute (DLI)

FY 2013 Update

During the graduation session of the Delta Leadership Institute’s Executive Academy in Little Rock, Arkansas this past July, the 

Delta Regional Authority Board also entertained proposals from fi ve institutions across the region: Arkansas State University’ Delta 

Center for Economic Development (ASU), University of Alabama’s College of Continuing Studies (UA), University of Arkansas’s Institute 

for Economic Advancement (IEA), University of Louisiana at Monroe (ULM), and the University of Mississippi’s McLean Institute for 

Public Service and Community Engagement (UM). The board concluded that Chairman Masingill would offer three of the institutions 

(ASU, ULM, UM) a role in a three-entity collaboration. All three institutes accepted and began planning for the 2013-2014 Executive 

Academy as well as the next phase of the Delta Leadership Network.

In August, the Delta Regional Authority announced publicly that the Delta Leadership Institute (DLI) will become a three-entity 

collaboration with support from the entire eight-state region to build a comprehensive regional leadership program that focuses 

on issues affecting the Delta region. This announcement was based on a recommendation from the DRA Board to take the Delta 

Leadership Institute to the next level.

The application period for the upcoming DLI Executive Academy was open Tuesday, August 20 - Friday, September 20. For the 

fi rst time, this year’s application was available online, and applicants were be able to create a profi le, complete an application, and 

upload recommendations to the DRA website. To date – seven of the eight states have submitted their Governor’s selections for the 

2013-2014 Executive Academy and those participants have been notifi ed.

Expectations and Projections for the Remainder of FY 2014

 • Orientation Session – November 4-7, Oxford, MS

 • Future Sessions: 

 - January 7-9, 2014 – New Orleans, LA – focusing on Small Business and Entrepreneurship

 - March 4-6, 2014 – Memphis, TN – focusing on Innovation

 - April 22-24, 2014 – Cape Girardeau, MO – focusing on Education

 - June 9-12, 2014 – Washington, DC

 - July 22-24, 2014 – Paducah, KY – focusing on Infrastructure

 - September 9-11, 2014 – Little Rock, AR – focusing on Public Health and Graduation

 • Planning for future sessions will continue 

 • DRA will fi nalize plan and announce continuing education opportunity for Delta Leadership Network

 at Harvard Kennedy School

Project Background

Delta communities often lack the civic infrastructure, organizations and knowledge base necessary for sustained economic growth. 

Even those who are considered local leaders too often do not understand how good governance, quality infrastructure, adequate 

schools and quality health care services can work together to sustain growth. These areas often are marked by a lack of investment in 

leadership development and strategic planning. This results in a leadership void and a lack of direction. Communities never decide on 

their priorities. With no leadership, vision or plans for growth, these communities will continue to struggle. 
 140

Delta Leadership Institute (DLI)

DRA’s Delta Leadership Institute (DLI) is designed to improve the decisions made by leaders across the region by broadening 

their understanding of regional issues, creating a corps of leaders with a regional and national perspective. The motivation for the 

creation of this Executive Academy and Delta Leadership Network under the Delta Leadership umbrella was, in fact, to have an “army” 

of well-informed community leaders who understand not only their issues but the Region’s issues. To that end, those leaders who 

have participated in and continue to participate in the Delta Leadership Network (DLN) become the voice of the Region and for the 

Authority. DLN is the body of alumni who have successfully completed the year-long DLI Executive Academy program and continue to 

communicate in order to foster and strengthen cross-cultural, inter-governmental bonds in the region.
 Delta Regional Authority – Budget Justifi cation and Annual Report 141

Growing Stronger in the Delta Forum

FY 2013 Update

On June 11-12, 2013, in partnership with the National Association of Development Organizations (NADO) and the U.S. Department of 

Housing and Urban Development (HUD), the DRA co-hosted “Growing Stronger in the Delta”, a forum to provide support and technical 

assistance to HUD Sustainable Communities projects, DRA Local Development Districts (LDDs), White House Council on Strong Cities 

Strong Communities pilot cities, local and regional foundations, and other institutions. 

This forum provided training and peer learning opportunities to learn how to grow stronger, healthier, more equitable communities in the 

Delta, driven by economic development strategies based on unique competitive advantages. Participants were provided the opportunity 

to share best practices, gain new skills and ideas, and engage with local, regional, and national experts on a variety of issues important 

to the region. Highlights of the forum were panels on place-based strategies and new approaches to economic development planning, 

cultivating entrepreneurship and a skilled workforce, and engaging community and economic development leaders with philanthropic 

organizations.

The forum was funded through a grant by HUD for the NADO Research Foundation as part of a series of regional place-based trainings across the country focused toward organizations working to implement Sustainable Community awards from the HUD Offi ce of 

Sustainable Housing and Communities. Local development districts from the eight-state region were also included, allowing the DRA 

to provide further capacity building to its front-line project managers.
 142

Healthy Delta Initiative

The Healthy Delta Initiative (HDI) serves as the DRA’s vehicle to elevate the importance of health to the region as a whole. The growing 

incidence of chronic disease in the region poses a threat to the lives, livelihoods, productivity, and economic vitality of the Delta. Within 

DRA states, circulatory disease death rates are 16 percent higher than the national average, with cancer deaths rates 12 percent 

above the national average. Thirty-two percent of Delta residents are obese, compared to 26 percent nationally, while nearly 12 percent 

are diabetic; about 9 percent of Americans have diabetes. 

Businesses in the Delta currently pay disproportionate costs related to chronic disease due to the high rates in the region. According 

to the U.S. Workplace Wellness Alliance’s Almanac of Chronic Disease, “Overweight workers incur larger medical costs and miss more 

days of work than normal weight coworkers.” Improving health outcomes by addressing the toll of chronic disease through prevention 

and behavior change promises to strengthen workforce productivity and spur economic development throughout Delta communities.

In 2010, the DRA released the “Growing a Healthy Workforce in the Delta” action plan as a blueprint for the Healthy Delta Initiative. 

The DRA began to tackle the toll of chronic disease through stakeholder meetings with governors, state Health and Human Service 

directors, rural health advocacy organizations and local community leaders. These collaborations yielded opportunities for more than 

400 health care professional to receive technical assistance in how to access federal funding for programs that improve the health of 

the Delta. The DRA also convenes federal forums and bridges connections for local groups at the national level. 

Since its inception, the DRA has invested well over $9.5 million in SEDAP health-related and RCAP health project investments in 

the region. This is in addition to the DRA’s $800,000 in Healthy Workforce Challenge funding and $500,000 in the Rural Health IT 

Revolving Loan Fund. In total, the DRA is directly investing more than $10.8 million in health projects in the region. The DRA also 

devotes additional funding to run the Innovative Readiness Training (IRT) and Delta Doctors health programs. 

Entering 2014, the DRA is transitioning the Healthy Delta Initiative to policy and advocacy work to account for new budget 

realities. While new programs are not anticipated, existing programs such as the IRT, Delta Doctors, and implementation of the Healthy 

Workforce Challenge will continue. The extensive Healthy Delta Research Database that generates Healthy Delta Data Reports specific 

to parishes, counties, states and the region will continue to be available to Delta residents. DRA outreach will pick-up, and the DRA 

will continue to work on health through collaborations rather than a set funding mechanism.

Fiscal Year 2013 Update

The Healthy Workforce Challenge 

Last spring, nearly a dozen applicants to Health Resources and Services Administration’s (HRSA’s) Delta States Rural Development 

Network Grant Program simultaneously applied to the DRA’s Healthy Workforce Challenge. The DRA created the Healthy Workforce 

Challenge to encourage the development of pilot programs that work with local business and industry to incentivize healthy living 

through behavioral changes in the workplace. At minimum, these behavioral changes were instructed to include a focus on smoking 

cessation, weight loss, exercise programs with documentable activity logs, regular health checks, and improved healthy lifestyles. 

These programs could also include new ways to encourage employees to take advantage of existing incentives designed to influence 

healthy living in the workplace.
 Delta Regional Authority – Budget Justifi cation and Annual Report 143

Healthy Delta Initiative

In August, the DRA joined HRSA in announcing twelve new recipients of the Delta States Rural Development Network Grant Program, 

and the fi ve new DRA Healthy Workforce Challenge awardees. Chairman Masingill supplemented HRSA’s investment of $5.4 million 

with an additional $800,000 in new funding to work with employers on the health of the region’s workers.

Over the next year, DRA awardees will develop and implement programs that partner with local businesses and industry to incentivize 

healthy living through behavior change in the workplace. Successful applicants designed programs that include clear benchmarks and 

performance measures. The selected programs have also been designed to be readily shared as best practices and modeled by other 

businesses and industry in the region. 

The DRA believes businesses large and small will enjoy signifi cant savings by adopting the programs that combat and prevent chronic 

disease. The DRA expects businesses participating in the Healthy Workforce Challenge to incur savings through improved health 

outcomes that result in increased productivity and decreased workplace absences. The costs of providing employee health care will 

also decrease as employee health improves. 

The fi ve selected Healthy Workforce Challenge awardees include:

 • The Tombigbee Healthcare Authority, Demopolis, AL ($163,145)

 Comprehensive Worksite Health Incentive Program

 • ARcare, Augusta, Arkansas ($170,518)

 Implementation of the “Eat Better Move More” Healthy Lifestyle Campaign

 • Southern Illinois University Center for Rural Health and Social Service Development, Carbondale, Illinois ($187,500)

 Illinois Healthy Workforce Challenge

 • North Louisiana Regional Alliance, Delhi, Louisiana ($139,433)

 Healthy Workforce Challenge Grant Program

 • Mississippi County Health Department, Charleston, Missouri ($158,345)

 Healthy Workforce Challenge in the Missouri Bootheel

The Rural Health IT Revolving Loan Fund 

In FY 2013, the DRA and the American Health Information Management Association (AHIMA) partnered with the U.S. Department 

of Health and Human Services’ Offi ce of Minority Health to spur the transition to electronic health records in the Delta region. DRA 

solely managed this pilot program. The Revolving Loan Fund project sought to encourage health care providers who are eligible for 

meaningful-use incentives (for physicians and dentists in Delta communities) to successfully adopt and utilize a Health IT system as 

defi ned by federal law.

Providers practicing in a Medically Underserved Area (MUA) or Health Provider Shortage Area (HPSA) designated by HRSA were 

encouraged to apply. This program was designed in FY 2012 and announced and made available to applicants in FY 2013. 
 144

Healthy Delta Initiative

The Delta Regional Authority introduced the pilot program to the market. The program offered interest free loans of up to $7,500 to 

small healthcare provider offices (HPOs) throughout the region to be used to install and adopt an EHR system. DRA satisfied this 

market demand. 

Healthy Delta Regional Data Reports 

In FY 2013, the HDI completed the process of creating substantive county-level health data reports for the 252 counties within the 

eight-state region. This specialized health data is available for use on the DRA website. This data will prove helpful to community-based 

organizations and other groups applying for public and privately-funded grants to improve health outcomes in the region. The Healthy 

Delta Data Reports specific to parishes, counties, states and the region will continue to be available to Delta residents. 

First Quarter FY 2014 Update

Healthy Workforce Challenge

During the first quarter of FY2014 the DRA worked with Healthy Workforce Challenge awardees to ensure that all five programs 

received Notices to Proceed and were on track to begin work. Work commenced on all five programs. DRA staff is in the process of 

paying site visits to each of the locations to evaluate and make recommendations on the work moving forward.

Health-Related SEDAP Investment

This fall, the DRA partnered with Arkansas’ Office of Health Information Technology to make a joint investment through SEDAP in 

linking all of the state’s small rural and critical access hospitals to the Arkansas SHARE network. The SHARE Connectivity Program 

will make available awards to designated Critical Access Hospitals (CAHs) and Small Rural Hospitals (SRHs) in eleven Delta counties 

as well as in seven counties with such facilities outside the Delta to help with the costs of connecting the hospitals’ electronic health 

record (EHR) systems with the statewide health information exchange known as SHARE (State Health Alliance for Records Exchange). 

The awards of up to $10,000 per facility will assist with implementation costs. Currently, EHR vendor costs of $6,000-$15,000 for 

implementation are a barrier to some hospitals in the state.

CAHs and SRHs across the state have transitioned from paper records to electronic medical record systems. However, these 

hospitals may not be able to efficiently exchange patient information with larger hospital systems and other treating health care 

providers without connecting to SHARE. The Authority will contribute $125,300 in total investment that will support program awards 

directed to twelve eligible CAHs and SRHs in the Delta region, in addition to $70,000 in funds committed by the Arkansas Office of 

Health Information Technology to support vouchers for seven eligible hospitals located outside the Delta.

Expectations and Projections for the Remainder of FY 2014

The Healthy Delta Initiative will continue with its existing programs, including the Innovative Readiness Training, Delta Doctors, the 

Healthy Delta Database and the Rural Health IT Revolving Loan Fund in 2014. While new funding is not anticipated for the Healthy 

Workforce Challenge, the DRA will focus on evaluating the results and identifying best practices from the five awardees. During the 

remainder of FY2014, the DRA will also launch a renewed push around policy and advocacy work to account for new budget realities. 
 Delta Regional Authority – Budget Justifi cation and Annual Report 145

Healthy Delta Initiative

The DRA also anticipates serving in a convening and outreach roll to assist with the enrollment and educational needs associated with 

the Medicaid expansion and the Affordable Care Act. 

Why Health Continues to be Important to Economic Development

Researchers at Harvard University’s School of Public Health completed a major project on life expectancy, the residual of which was an 

extensive database of life expectancy data at the county level. This database shows that life expectancy changes have a high correlation with job growth. While public health is often taken for granted in the U.S., stabilizing public health in the least developed countries 

often comes before literacy and education as a policy priority. 

The relationship between health and economic development goes beyond the fact that healthy people live longer and are therefore able 

to be productive members of society longer. Healthy people also show up regularly for work, they cost their employers less in health 

care, and their productivity is higher. All of these things bode well for economic development efforts. DRA’s priorities focus on programs 

that improve public health. In fact, DRA’s Healthy Delta Initiative (HDI) is an ideal example of this type of priority already in practice. The 

Regional Development Plan, which provides further context for the table below, can be found on the DRA website at: http://www.dra.

gov/%21userfi les/editor/docs/.

Through its Healthy Delta Initiative, the DRA has 

highlighted the importance of health to the region as a 

whole. In addition to its direct implications on quality 

of life, the critical mass community analysis suggests 

a direct link between health (measured in changes 

in life expectancy) and economic vitality. With substantially high rates of chronic disease, the productivity of the 

Delta is severely compromised. This is why the DRA 

is committed to continuing to work to improve health 

outcomes in the region.

Table 14 -- IF JOB GROWTH INCREASES 1%

Life Expectancy Over 15 Years 4.6%

Domestic Migration 3.8%

Technical & Professional Occupations 2.6%

Foreign-Born Population 1.9%

Self-Employed 0.3%

Jobs (From Companies Started in Last 5 Years) 0.3%

Public School Enrollment 0.2%
Improving Health Outcomes

FY 2013 Update

This summer, the Delta Regional Authority (DRA) led a proactive effort to help uninsured families and individuals gain access to 

affordable health insurance coverage. DRA utilized the summer months in advance of the Affordable Care Act open enrollment period 

to educate uninsured and underinsured individuals about the options that would become available to them. This push was part of a 

larger coordinated effort to help improve health outcomes throughout the Delta Region.

Innovative Readiness Training

Through a partnership program with the Department of Defense called Innovative Readiness Training (IRT), through which military 

medical personnel provide free medical treatment to individuals in underserved communities, DRA facilitated ACA outreach while 

simultaneously improving health outcomes throughout the Delta region. In its fifth year of partnership, the Delta Regional Authority and 

the Department of Defense brought temporary health clinics to the Delta region by way of four medical missions in 11 communities 

across six states: Arkansas, Kentucky, Louisiana, Mississippi, Missouri, and Tennessee. 

For a set time frame in each community (eight to ten days per site), the IRT program brought military medical personnel to 

communities with significant medical need. The IRT patients, most of whom have little to no access to health care, were able to 

receive general medical, dental, optical, mental health care, and other services at no cost to the patient. This summer, more than 

13,000 patients were seen by medical providers through the IRT program.

ACA Outreach and Education Approaches

In anticipation of the ACA open enrollment period, DRA made a targeted effort to reach out to uninsured and underinsured IRT patients 

- and to members of their communities - to inform them about upcoming opportunities to enroll in health insurance coverage through 

the ACA marketplaces. By incorporating this additional effort into the existing IRT program, DRA worked to ensure that IRT patients 

would not only gain access to a one-time visit with a doctor but would also be connected with resources that could help them improve 

their long-term health.

Some approaches to connect patients to health care and health insurance resources included: 

1. DRA created and distributed resource cards designed to encourage IRT patients and uninsured individuals to take advantage of 

the HHS ACA hotline, healthcare.gov, and other portals by which patients can gain access to health insurance coverage through 

the Health Insurance Exchanges. By calling the HHS hotline, individuals can get in touch with a “Navigator” who can provide 

information and assistance on how to enroll through the exchanges. In July and August alone, DRA handed out over 13,000 of 

these resource cards -- in fact, every patient seen by IRT personnel received this card as they walked through the clinic doors 

– and volunteers and military personnel took time to explain the resource and its importance. DRA also encouraged patients to

 provide their basic contact information, which DRA collected and compiled, in order to help Navigators and others, who can help 

 walk uninsured individuals through the enrollment process, connect with patients in need.

2. DRA also created and provided handouts that directed patients to Federally Qualified Health Centers (FQHCs) in or near their communities where they can receive treatment at a lower cost (based on a sliding scale, as determined by income). This resource, 

 146
 Delta Regional Authority – Budget Justifi cation and Annual Report 147

Improving Health Outcomes

3. which was developed by DRA with consult from HHS/HRSA, was used by military care providers to refer patients who needed 

follow-up care to an affordable clinic in their area. Additionally, for some IRT missions, DRA brought FQHC and local community 

health organization representatives on site so that patients could sign up for follow-up visits.

4. DRA worked with the US Small Business Administration (SBA) to hold educational ACA seminars for small business owners and 

employees to help them understand how the ACA will affect them and how they can provide insurance to their employees. DRA 

worked with SBA representatives in Washington, DC, as well as with SBA Regional Administrators and District Directors in each 

IRT state in order to set up the seminars concurrently with IRT.

DRA was proud to facilitate these proactive and innovative summer efforts to improve health outcomes throughout the Delta. DRA will 

continue to work diligently to ensure effective health education and outreach, to help connect patients with health resources, and to 

ensure that affordable options continue to become available and accessible. 
 148

Innovative Readiness Training (IRT)

In its sixth year of partnership, the Delta Regional Authority and the Department of Defense are bringing the Innovative Readiness 

Training program to the Delta region through four medical missions across three states: Arkansas, Louisiana, and Illinois. These 

medical missions provide quality medical care by licensed medical professionals-serving in our reserve forces-to residents of rural 

communities that otherwise have little to no access to quality health care. 

FY 2013 Update

2013 IRT Mission Outcomes -- The Innovative Readiness Training program is one of the best ways the Delta Regional Authority contributes to both the training of our troops and the health of our region’s people. In 2013, IRT clinics realized the following outcomes:

Martin Medical (Martin, TN and surrounding communities) 

 • 3,200 patients treated

 - 8,800 procedures performed

 - Services were valued at $702,000

Mississippi Medical (Clarksdale, Marks, Tunica, Rosedale, MS; Helena-West Helena, AR)

 • 4,298 patients

 - 7,735 procedures performed

 - Services were valued at $1.4 million 

 - 1,886 patients turned away due to shortage of doctors 

Four State Medical (Blytheville, AR; Dyersburg, TN; Hayti, MO; Mayfield, KY)

 • 3,942 patients treated

 - 14,925 procedures 

 - Services were valued at $1.2 million 

 - 4,263 patients turned away due to shortage of doctors 

Ferriday Medical (Ferriday, LA)

 • 3,600 patients treated

First Quarter FY 2014 Update

2014 IRT Missions -- Currently, DRA is assisting in planning four missions for the 2014 IRT cycle. Planning is underway for the Southern IL Care, with monthly conference calls. Cajun Care held its initial planning session on September 23-26, 2013 in Abbeville, LA 

and will hold its second meeting December 17-19, 2013 in Abbeville. Initial planning meetings for Arkansas Care was held September 

19-20 in Newport, McCrory, Earle and Wynne the second follow up meeting will take place January 28-30, 2014.

Dates for 2014 Missions:

Cajun Care – Abbeville, LA and Vermillion Parish

 • February 23-March 6, 2014
 Delta Regional Authority – Budget Justifi cation and Annual Report 149

Innovative Readiness Training (IRT)

Southern IL Care – Marion, Cairo, Mounds and Harrisburg

 • June 14-30, 2014

Northern Louisiana Care – Tallulah, Delhi, and Winnsboro

 • July 7-18, 2014 

Arkansas Care – Earle, Wynne, Forrest City, Brinkley, McCroy and Newport

 • July 23 – August 5, 2014

(These dates include the set-up and take down.)

Expectations and Projections for the Remainder of FY 2014

2015 IRT Missions -- For the 2015 cycle the DRA and DOD IRT program are taking a new and exciting approach with a large scale 

mission that -- if enough resources are available -- will take place in four locations in the region. For a month (three weeks of medical 

care), the military will be in the Delta region. With this type and scale of operation, planners are considering the incorporation of tent 

hospitals. Locations that use tent hospitals are a good training opportunity for the military personal logistically and medically. When 

locations that we have used in the past are available they will be considered, however due to the extended length of the mission it 

becomes increasingly more diffi cult on the community to provide. The four potentials sites are: Pine Bluff, AR and West Memphis, AR 

(to serve the greater Memphis population as well) Southeast Missouri, and Greenville, Mississippi.
 150
 Delta Regional Authority – Budget Justifi cation and Annual Report 151
 152
 Delta Regional Authority – Budget Justifi cation and Annual Report 153

Investing in Manufacturing Communities Partnership (IMCP)

FY 2013 Update

General Overview

The Investing in Manufacturing Communities Partnership (IMCP) is a new interagency Obama Administration initiative designed 

to accelerate the resurgence of manufacturing, thereby helping to cultivate an environment for businesses to create well-paying 

manufacturing jobs in regions across the country. The IMCP will make investments in communities across the country to build on their 

comparative advantages and strengthen their institutions and infrastructure to attract investment. The IMCP is designed to reward 

communities that demonstrate best practices in attracting and expanding manufacturing by using long-term planning strategies that 

integrate targeted investments in workforce training, infrastructure, research, and other key assets. Designation as a Manufacturing 

Community will be given to communities with the best strategies for attracting and expanding private investment in the manufacturing sector and increasing international trade and exports. IMCP partner agencies will coordinate in order to leverage complementary 

activities while also preventing duplication of efforts. 

In FY 2013, DRA committed to be an IMCP partner agency. DRA will help with outreach to ensure eligible applicants in the Delta region 

apply for IMCP. For any applicants in the DRA region that are awarded an FY14 IMCP Challenge Grant, DRA will also consider awarding 

supplemental funds, and will make information on its technical assistance program available.

IMCP Challenge Grant Awards

Through this Federal Funding Opportunity, up to six communities will be invited to submit to EDA a grant application package for 2014 

IMCP challenge grants from EDA to fund public good investments such as: industrial parks; specialized research and commercialization centers; infrastructure projects and site development; technical assistance; and business incubators. To receive an award, an 

eligible applicant must submit both a successful proposal and an acceptable grant application package. The fi nal amount of each 

2014 IMCP Challenge Grant award will be determined by EDA based upon a review of the proposal, as well as comments from 

other Federal agencies award is subject to availability of funds. Awards must conform to guidelines set by EDA. In addition, these six 

communities will be designated as “Manufacturing Communities,” and eligible to receive the access to specialized services outlined 

in section below. Funding for IMCP Challenge Grant Awards will be made available through EDA’s Economic Adjustment Assistance 

(EAA) program.

IMCP “Manufacturing Communities” Designation

In addition to the six communities selected to receive challenge grant awards outlined above, up to 18 additional communities will 

be designated as “Manufacturing Communities” with access to specialized services provided by nine federal departments and 

agencies, such as: big data analytics; capacity-building; and capital access consulting. Communities designated as “Manufacturing 

Communities” (and all co-applicants and partners in Communities’ original IMCP proposal) will also receive preferential consideration 

for funding streams identifi ed by numerous partner agencies as furthering IMCP goals and thereby assisting Communities in furthering 

their economic development plans. 
 154

Investing in Manufacturing Communities Partnership (IMCP)

IMCP Partner Agencies 

• In addition to DRA, some other IMCP Partner Agencies include: 

• U.S. Department of Labor

• U.S. Department of Transportation

• The White House Council on Strong Cities, Strong Communities

• The National Science Foundation

• U.S. Department of Commerce - Economic Development Administration 

• U.S. Department of Housing and Urban Development

• U.S. Environmental Protection Agency

• U.S. Department of Energy

• U.S. Department of Commerce – Census Bureau

• U.S. Small Business Administration

• U.S. Department of Agriculture

• Appalachian Regional Commission

First Quarter FY 2014 Update

IMCP Timeline 

The announcement of the IMCP FY14 Federal Register Notice is expected to occur in early December. Applications will be due in 

January (exact date TBD).

Expectations and Projections for the Remainder of FY 2014

DRA is hopeful that applicant(s) in the Delta region will apply for and receive IMCP funding from EDA, as well as supplemental award(s) 

from partner agencies.

Eligibility Information

Proposals for the IMCP competition must be submitted on behalf of the region by an EDA-eligible applicant, but may include a 

consortium of EDA-eligible and non-eligible organizations. Organizations that are not eligible for EDA funds but that are a part of a 

winning consortium designated as a “Manufacturing Community,” may receive preferential treatment, but may not receive EDA funding 

through the IMCP Challenge Grant Awards. Applicants should demonstrate a significant level of regional cooperation in their proposal 

because only one designation will be made in a particular region. An applicant may obtain the appropriate application package 

electronically at www.grants.gov (Grants.gov). Applicants may search for this funding opportunity on Grants.gov using Funding 

Opportunity Number “IMCP 2014”. 
 Delta Regional Authority – Budget Justifi cation and Annual Report 155

Investing in Manufacturing Communities Partnership (IMCP)

Proposal Requirements and Evaluation Criteria

Each of the following equally-balanced factors will be considered when making a determination to award Manufacturing Communities 

designation and/or invite formal grant applications:

 1) Quality 

 2) Capacity 

 3) Commitment

Quality of Implementation Strategy

Applicants should provide a detailed data-driven assessment of the local industrial ecosystem as it exists today, what is missing, and an 

evidence-based path to development that could make a region uniquely competitive. This description should also explain public good 

investments needed to realize and expand these plans. Applicants must conduct a thorough cost-benefi t analysis of their proposed 

public good investment and demonstrate that project benefi ts exceed project costs.

Capacity to Carry Out Implementation Strategy

Applications will be judged in part on the quality of the evidence they provide including evidence of overall leadership capacity (lead 

organization’s capacity to carry out planned investments), sound partnership structure, and depth and breadth of communities’ short, 

medium and long term development and employment goals and realistic probability of achieving these goals. Applicant’s plan should 

integrate efforts related to each aspect of industrial ecosystem:

 • Workforce and training

 • Supplier network and domestic manufacturing compliance

 • Research and innovation

 • Infrastructure development/site preparation

 • Trade and international investment, and

 • Cost savings and capital access.

Commitment from Existing and Prospective Stakeholders

Applications will also be judge based on commitment from existing and prospective stakeholders – both private and public – to 

execute a plan and invest in a community. Evidence of existing partnership/prior collaboration between IMCP applicant and other key 

community stakeholders (local government, anchor institutions, community, business leaders and local fi rms, etc.), as well as strength 

and extent of local government and private sector commitment will be taken under consideration.
 156

Jobs for America’s Graduates (JAG)

Program Background

Jobs for America’s Graduates, Inc. (JAG) is the nation’s largest and, arguably, the most successful school-to-work system for at-risk 

and disadvantaged youth. JAG focuses on keeping students in school through high school graduation, equipping them with the 

academic and technical skills necessary to improve their employability, which is parallel to DRA’s commitment and Congressional 

mandate to invest in strategies that boost employment and educational success. 

A JAG Specialist provides instruction during the “in-school” phase as well as the follow-up services for 12 months post-graduation. 

This latter component of JAG helps to ensure the young person’s success in a job and/or postsecondary education during the first 

12-month period when the student is most at risk of failure.

FY 2013 Update

Results of Phase II Partnership between the DRA and JAG (FY2013): 

DRA has secured the full commitment of ten new schools to implement Jobs for America’s Graduates in six of the DRA states: 

• Alabama 

• Arkansas

• Kentucky 

• Louisiana 

• Mississippi

• Missouri 

For the $200,000 DRA has invested in $20,000 incentive grants to the 10 new schools, a total in excess of $650,000 in matching 

commitments was generated to fully implement the JAG Model in the 2012-13 school year including the services that will follow as 

the high school graduates move into the labor market and/or into higher education this summer. 

First Quarter FY 2014 Update

Phase III Partnership between the DRA and JAG (FY2014): 

DRA will provide $280,000 to support the implementation of 14 new JAG programs at $20,000 per school in the DRA service area 

during the 2013-2014 school year. In addition, the DRA has committed to provide a total of $70,000 to the JAG National Organization 

and the 2014 JAG National Training Seminar. 

1. JAG National Organization will provide:

• Oversight and support for the implementation of the 14 new programs with monitoring, evaluation, technical assistance, 

 training, and other assistance to JAG State Affiliates located in the Delta Region.
 Delta Regional Authority – Budget Justifi cation and Annual Report 157

Jobs for America’s Graduates (JAG)

 • A selection process managed by Jobs for America’s Graduates to establish a set of criteria and invite as many of the JAG 

 states within the DRA service area (as approved by the DRA) to submit proposals from new schools for review and approval. 

 The criteria for DRA funding will include, but not be limited to:

 - A commitment to fully fund a staff member with the school’s matching resources to be dedicated to the

 implementation of the JAG Model in that school with whatever additional fi nancial and other resources 

 are required beyond a $20,000 fi nancial commitment from the DRA.

 - Letters of support and commitment by the schools to meet all the requirements for successful implementation 

 based on the proven JAG Model criteria.

 - Identifi cation of anticipated future fi nancial resources to support the continuation of the program 

 in future school years.

 - Recommendation by and a commitment from the JAG State Affi liate to provide extra oversight and 

 support to assure the successful implementation and follow-on funding for the next school year.

 2. JAG National Training Seminar, to be held in July 2014. DRA funds would be used for:

 • Assuring the participation of the maximum number of JAG Affi liate staff participants from the new DRA-supported 

 JAG schools in the DRA service area.

 • Creating a special training program for those staff from the Delta Regional Authority service areas, focused on meeting 

 the particular employment and education success challenges in the service area of the Delta Regional Authority at the 

 National Training Seminar. Representatives from the DRA with special expertise would participate in that special 

 training event and would focus on the particular challenges of high-risk youth in the DRA service area, especially 

 how to secure employment leading to good careers.

 • Matching support will come from the registration fees and travel/lodging paid for by the JAG state organizations 

 in the participating states, in keeping with the overall theme of this request of seeking matching and

 leveraging funding support.
 158

Jobs for America’s Graduates (JAG)

Expectations and Projections for the Remainder of FY 2014

Anticipated Outcomes of Phase III

It is anticipated that the outcomes from the Phase III Proposal will include:

1) Engaging a wide range of schools in the seven states in the DRA service area where JAG has operations, 

 to fully inform them about the success of the JAG programs in their states, as they consider participation in JAG.

2) Engaging state leadership, including Governors, state education and workforce systems, to recognize the commitment

 of the Delta Regional Authority and to highlight the one-time-only matching grant strategy, with its proven success 

 over the past 30 years of Jobs for America’s Graduates. As part of that process, other state resources will be sought

 that could be attractive in expanding the program in the DRA service area.

3) Serving an additional 450 or more high-risk youth in the DRA service area, who would have the opportunity to participate 

 in the JAG program and benefit from the dramatic improvements in graduation, employment, and college attendance 

 rates that JAG has demonstrated for more than 30 years. Total youth to be served in the 20-22 schools from Phases II 

 and III in the 2013-2014 school year would be 850. 

4) Creating mechanisms to sustain the JAG program in 12 of the 14 new schools from other sources for the 2014-15 

 school year and beyond. Based on the track record of Jobs for America’s Graduates over the past 30 years, it is 

 anticipated that at least 2,000 more high-risk youth will be served by the JAG program in the DRA service area as 

 a result of this proposed grant over the following four years from the end of Phase III in 2014.
 Delta Regional Authority – Budget Justifi cation and Annual Report 159

Make it in America Challenge

In step with the President’s emphasis on interagency collaboration, the Make it in America Challenge combines the resources of 

the U.S. Economic Development Administration, the U.S. Department of Labor, the National Institute of Standards and Technology 

Manufacturing Extension Partnership, and the Delta Regional Authority in one funding opportunity focused on the Administration’s top 

priority: strengthening the national economy and creating American jobs. In order to lay a foundation for an economy built to last, the 

Administration has encouraged businesses to bring production back to the United States or expand their operations here. The United 

States offers signifi cant competitive advantages – from a strong business climate to a highly-skilled and productive workforce – that 

make it a profi table place for businesses to invest. By investing in expanding in America, businesses can help put more Americans 

back to work.

The Make it in America Challenge will provide $40 million in competitive funding across the nation. DRA expects to approve up to three 

separate awards of up to $300,000 each within the DRA region for a period of up to two years, funding projects which also leverage 

funds from other partner agencies in the Make it in America Challenge.

The Authority is working to help stakeholders in the Delta thrive by providing fi nancial and technical support for small businesses 

to grow and expand and by improving education and training opportunities to develop a skilled workforce. DRA is also working with 

communities across the region to help them meet the needs of businesses that want to build or expand their operations in the Delta. 

In addition to preparing communities for business development, the Make it in America Challenge will help workers develop the 

skills they need to do the jobs of a 21st century global economy. By investing in high-growth industries, spurring small business 

development, and encouraging job creation, this Challenge and the DRA are helping to support businesses in the Delta region and 

throughout the country that are committed to making it in America.

FY 2013 Update

In FY 2013 one application from Mississippi State University was received, requesting $221,000 in DRA funding. The application was 

reviewed by DRA staff, and forwarded on to USDA Rural Development for a fi nal determination of eligibility. DRA staff communicated 

with the other funding partners in this challenge grant that DRA would like to see this project selected as one of the fi nal funded projects. This determination will be made next month and awardees will be notifi ed by the lead funding agency (EDA). The other funds 

set aside for this initiative will be utilized for another eligible RCAP purpose.

During the previous quarter EDA made arrangements for project announcements, which were set for the end of the fi scal year. The 

government shutdown affected those plans, therefore announcements will be made during the fi rst quarter of FY14 and the projects 

will commence.

First Quarter FY 2014 Update

MIIA’s formal announcement occurred on October 22, 2013, Mississippi State University and ETA’s awardee, Three Rivers Planning 

District, have received grant materials. DRA staff is working with the awardee to complete the necessary paperwork and a Notice to 

Proceed with the project should be provided during the next quarter.
 160

Make it in America Challenge

MSU’s $1,931,935 award is part of the “Make it in America Challenge” made possible through the U.S. Commerce Department’s 

Economic Development Administration, the U.S. Labor Department’s Employment and Training Administration and the Delta Regional 

Authority. Additionally, Commerce’s National Institute of Standards and Technology Manufacturing Extension Partnership plans to make 

awards in early fiscal year 2014.

In addition to re-shoring advanced manufacturing jobs, the programs are also designed to recruit foreign concerns to produce goods 

here. Led by the university’s Center for Advanced Vehicular Systems Extension Center in Canton, the multi-partner MSU proposal 

outlines a “Make it in Mississippi” program to become one of the leading answers to the economic development challenge.

David Shaw, MSU vice president for research and economic development, said the three-year effort will focus strongly on both 

returning jobs to the U.S. and keeping advanced manufacturing jobs in the state.

Second Quarter FY 2014 Update

During the month of January 2014 the funding partners have been planning an in-person meeting with MIIA and RJIAC recipients in 

Washington DC. This convening is being done in an effort to allow each party to hear from and learn from the other recipients and 

provide a networking opportunity for all.
 Delta Regional Authority – Budget Justifi cation and Annual Report 161

Mississippi River Economy Summit

FY 2013 Update

On October 16-17, the Delta Regional Authority in partnership with the mayors of the Mississippi River Cities and Towns Initiative 

hosted the Mississippi River Economy Summit at the Mud Island River Park in Memphis, TN.

As the economy of the Mississippi River is vast – directly supporting more than one million jobs, generating more than $100 billion 

worth of U.S. GDP, and encompassing four major sectors of the Nation’s economy – it is important to focus efforts and conversations 

around maintaining traffi c and commerce along the Mississippi River. The summit provided discussions around maintenance and 

construction of crucial infrastructure for the proper fl ow of the river as well as the River’s opportunities for increased global trade. 

The highlight of the summit was a two-part conversation and open dialogue with stakeholders on the potential of container-on-barge 

shipping along the Mississippi River. Panelists included federal leadership; port and terminal directors; shipping industry representatives and barge companies; and mayors and local offi cials. From the container-on-barge shipping conversation came a commitment 

from all parties involved to pursue the necessary policy and infrastructure development to achieve a regional container-on-barge 

shipping system along the Lower Mississippi River. 

The Summit was an opportune convening for more than 80 private and public sector leaders to focus on the economy of the 

Mississippi River, discuss the resources available, and advance regional and rural economies along the River. It also provided the City 

of Memphis an opportunity to showcase the development efforts taking place along its downtown riverfront. Finally, Chairmen Masingill 

and Marshall signed a resolution committing “continued support and resources to the Mississippi River Cities and Towns Initiative in its 

goals to increase investment and bring effective policies to the maintenance and sustainability of the River.” 

Expectations and Projections for the Remainder of FY 2014

Pursuant of the conversations held at the Mississippi River Economy Summit, the participants in the container-on-barge panel have 

signed a resolution that commits each signatory (the DRA included) to pursuing containerized shipping on the Mississippi River 

including the evaluation of container-on-barge goods movement as a competitive element of the signatory’s business line including 

logistics, imports, exports, and transportation. Furthermore, any fi ndings that come from this commitment will be transferred to the 

U.S. Maritime Administration with recommendations on actions moving forward.

The participants in the container-on-barge shipping panel are currently drafting a resolution led by the Mississippi River Cities and 

Towns Initiative committing each stakeholder to detailed actions towards researching and developing a container-on-barge system 

along the lower Mississippi River.

The DRA continues to work with MRCTI and its mayors to explore opportunities for organizing a container-on-barge shipping system 

and will plan to attend and contribute to MRCTI’s Capital Meeting with congressional delegations in Washington, DC, on March 18-20, 

2014 as well as the Annual Meeting on September 17-19, 2014 in New Orleans, Louisiana.
 162

Operation JumpStart

The Douglas C. Greene Center for Innovation and Entrepreneurship (CIE) at Southeast Missouri State University was awarded funding 

to build upon the successful creation of a regional microenterprise development network called Operation JumpStart (OJS). OJS has 

provided certification training to more than 100 economic and community development agencies throughout the eight-state region. The 

program helps to develop a comprehensive system to accelerate entrepreneurship and small business growth, thereby strengthening 

DRA’s economic development strategy throughout the Region and assisting the Authority with its congressionally mandated work in its region. 

FY 2013 Update

Rural Entrepreneurial Development Phase I Project

In Phase I, the CIE worked with DRA staff to identify recipients of secondary sub-grants in each of the eight states to deliver entrepreneurship training and technical assistance to more than 320 aspiring entrepreneurs. Project began in a FY 2012 and concluded in FY 

2013. The objectives of the Phase I project were as follows: 

Assign Sub-contract to Douglas C. Greene Center for Innovation and Entrepreneurship. 

DRA staff worked directly with project coordinators at the Center for Innovation and Entrepreneurship at Southeast Missouri State 

University to execute a sub-contract for administration of the services. 

Assign Sub-contracts to Certified Operation JumpStart Training Providers.

The CIE worked with DRA staff to create and issue a request for proposals by certified Operation JumpStart programs (or similarly 

successful programs) to receive secondary sub-contracts to deliver entrepreneurship training and support services. A request for 

proposals (RFP) was created and dispersed to a comprehensive database of microenterprise development organizations throughout 

the eight Delta states. Organizations were encouraged to submit proposals if they had been certified as Operation JumpStart affiliates 

in 2011 or prior. Members of the Delta Leadership Network were enlisted to help rate and rank proposals. Twelve organizations were 

selected for funding:

Organization-RCAP I State Amount Classes Participants Graduates Retention Businesses Jobs Awarded Held

Grambling University LA $ 20,600 2 25 11 44% 2 2

Holmes Community College MS $ 20,140 4 46 41 89% 8 8

Microbusiness Ent. (MBECA) LA $ 17,370 1 8 6 75% 2 2

MidSouth Community College AR $ 19,950 3 44 8 18% 0 0

MS Action for Community Ed (MACE) MS $ 14,957 3 62 62 100% 4 4

Murray State University - RBIC KY $ 14,000 3 34 18 53% 5 5

Ozarks Small Business Incubator MO $ 21,708 2 20 15 75% 7 7

SHIELD TN $ 22,900 3 41 25 61% 2 2

Southeastern IL College IL $ 14,000 1 8 8 100% 1 1

St. Mary Comm Action LA $ 13,486 2 24 19 79% 7 7

University of Arkansas AR $ 17,059 2 21 17 81% 3 3

University of West Alabama AL $ 15,901 2 18 18 100% 3 3

Table 15
 Delta Regional Authority – Budget Justifi cation and Annual Report 163

Operation JumpStart

Table 16 -- Rural Entrepreneurial Development Phase I Project Statistics 

 # of classes held to date 28

 # of participants total to date 351

 # of graduates total to date 248

 # of business starts total to date 44

 # of business starts expected within 6 mo. 49

Deliver Additional Operation Jump-Start Train the Trainer Programs. 

The Center for Innovation and Entrepreneurship provided additional training programs throughout the Delta region to at least 50 

community and economic development agencies. The training events were provided in centralized locations according to demand. This 

included a face-to-face training institute in Memphis, TN and 5 online webinars. 

Microenterprise Development Research. 

The Center for Innovation and Entrepreneurship worked with DRA staff to conduct research studies on a variety of topics related to 

the impact of microenterprise and small business development. Dr. James Stapleton worked with the DRA to determine the research 

outcomes desired. Late last calendar year, the fi rst research was rolled out during an eight-state tour in late November. Dr. James 

Stapleton, the lead researcher, accompanied Federal Co-Chairman Chris Masingill, Alternate Federal Co-Chairman Mike Marshall and 

other DRA staff members on the tour that was hosted by one small business in each Delta state. From December through March, a research design was created, data was gathered and analyzed, and an initial report was provided to the DRA. A draft of the report titled, A 

Tale of Two Recessions: Job Creation and Loss in the Federally Designated Delta Regional Authority was submitted to DRA Leadership. 

Rural Entrepreneurial Development Phase II Project

Phase II is a continuation of Rural Entrepreneurial Development Phase II and will complement ongoing efforts to assist communities’ 

look at alternative solutions to strengthen and promote their local and regional economies. This project will assist local community and 

economic development agencies to begin or expand efforts to “grow their own” businesses. Project began in a FY 2012 and concluded 

in FY 13. Objectives set for the Phase II projects were as follows: 

Assign Sub-contract to Douglas C. Greene Center for Innovation and Entrepreneurship. 

DRA staff worked directly with project coordinators at the Center for Innovation and Entrepreneurship at Southeast Missouri State 

University to execute a sub-contract for administration of the services. 

Assign Sub-contracts to Certifi ed Operation JumpStart Training Providers. 

The CIE worked with DRA staff to create and issue a request for proposals by certifi ed Operation JumpStart programs (or similarly 

successful programs) to receive secondary sub-contracts to deliver entrepreneurship training and support services. An RFP was 

created and dispersed to a comprehensive database of microenterprise development organizations throughout the eight Delta states. 
 164

Operation JumpStart

In addition, project staff traveled to each Access the Delta workshop and presented information and resources on Operation JumpStart 

and the RFP. These included:

• July 19, 2012- Thomasville, AL

• July 25, 2012-Tallulah, LA

• August 1, 2012-Hopkinsville, KY

• August 3, 2012-Carbondale, IL

• August 14, 2012-Poplar Bluff, MO

• August 16, 2012-Martin, TN

• September 28, 2012-Clarksdale, MS

Organizations were encouraged to submit proposals if they had been certified as Operation JumpStart affiliates in 2011 or prior. Members 

of the Delta Leadership Network were enlisted to help rate and rank proposals. Twelve organizations were selected for funding:

Table 18 -- Rural Entrepreneurial Development Phase II Project Statistics 

 # of classes held 24

 # of participants 338

 # of graduates 224

 # of business starts 57

 # of jobs 70

Deliver Additional Operation Jump-Start Train the Trainer Programs. 

The Center for Innovation and Entrepreneurship provided additional training programs throughout the Delta region to at least 25 

community and economic development agencies. The training events were provided in centralized locations according to demand. 

This included face-to-face training institutes and online webinars. The total number of Delta affiliates trained under this initiative was 35.

Organization-RCAP II State Amount Classes Participants Graduates Retention Businesses Jobs Awarded Held

Ozark Small Business Incubator MO $ 5,427 1 13 10 77% 6 6

Shawnee Community College IL $ 16,900 2 23 15 65% 7 9

Murray State University - RBIC KY $ 7,000 1 14 7 50% 8 8

Hopkinsville Community College KY $ 18,300 2 16 11 68% 0 0

MidSouth Community College AR $ 9,775 2 7 6 85% 0 0

Batesville CoC AR $ 20,000 2 45 40 89% 15 15

SeedCo TN $ 20,000 4 53 24 45% 6 6

MS Action for Community Ed (MACE) MS $ 6,799 2 34 29 85% 2 3

Holmes Community College MS $ 10,000 2 28 20 71% 0 0

Bridging the GAPS Ministry LA $ 16,200 2 33 10 30% 0 0

Greater Northern CDC LA $ 18,000 2 31 20 64% 7 13

University of West Alabama AL $ 7,500 2 41 32 78% 6 10

Table 17
 Delta Regional Authority – Budget Justifi cation and Annual Report 165

Operation JumpStart

JumpStart Online Project

In early 2013 the Delta Regional Authority provided a grant to support development and pilot testing of a new JumpStart Online 

Training program. The primary scope of work for this project included transferring the JumpStart curriculum to an online format 

with the use of leading instructional design and technology tools and approaches. The online curriculum will feature rich engaging 

components including video content, animation, peer interaction, and virtual coaching and mentoring interaction. The online platform 

will allow JumpStart affi liates to provide training and support to aspiring entrepreneurs that do not have access to face-to-face training 

classes, or individuals that choose to access the program using the web platform. This is an important aspect of the continuing efforts 

to create entrepreneurial capacity across the region. The objectives set for the Online project are as follows: 

Assign Sub-contract to Douglas C. Greene Center for Innovation and Entrepreneurship.

DRA staff worked directly with project coordinators at the Center for Innovation and Entrepreneurship at Southeast Missouri State 

University to execute a sub-contract for administration of the services. This was completed in late November 2012.

Design and Develop Online Program.

The Learning management System is currently being set up to collect an extensive amount of data. This will allow much more detailed 

reports about the outcomes and impact from OJS. This online platform will be launched by mid-January of 2014. Affi liates have been 

identifi ed to pilot the program during the 1st quarter of 2014. 

Launch Online Program. 

See expected timeline below.

Research and Evaluation. 

See expected timeline below.

Expectations and Projections for the Remainder of FY 2014

The JumpStart online project is currently in development and it is expected that it will be completed by the extension request date of 

March 31. Below is the timeline for the remaining objectives: 

 January: Train eight participating Affi liates in the JumpStart Pilot Program 

 February: Garner feedback from the Affi liates to modify program including recommendations. 

 Expand training for additional Affi liates in the JumpStart Program in the identifi ed DRA region

 March: Continue to expand training for additional Affi liates in the JumpStart Program in the identifi ed DRA 

 region with an Affi liate training session in Memphis, TN.

 Review program and modify – revise program based on feedback of the eight Affi liates Pilot Program 

 Prepare fi nal report and best practices for the DRA and provide an implementation strategy for

 full deployment of the program
 166

Promise Zones

FY 2013 Update

In FY 2013, DRA made a commitment to conduct outreach and provide assistance to applicants eligible to apply for a Rural Promise 

Zones designation within the Delta region. Announced in President Obama’s 2013 State of the Union Address, Promise Zones will 

designate 20 high-poverty urban, rural, and tribal communities over the next four years as a Promise Zone, granting them preferential 

access to federal investments, intensive federal support partnerships, and tax incentives. A component of the President’s Ladders 

of Opportunities agenda, Promise Zones is designed to create jobs, increase economic activity, improve educational opportunities, 

leverage private investment, and reduce violent crime, ensuring that hard-working individuals are able to make it to the middle class. 

To support the Administration’s mission, DRA facilitated outreach and served as a liaison to eligible communities in the region, in order 

to help ensure that eligible Delta communities will be strong contenders for a Promise Zone designation.

FY 2014 First Quarter Update

Five Promise Zones are slated for selection in 2013, one of which will be a rural community. Seven communities in the eight-state 

Delta region are eligible to apply. Rural community eligibility for the inaugural selection round requires an active grant with either the 

U.S. Department of Education’s Promise Neighborhoods or the U.S. Department of Agriculture’s Stronger Economies Together (SET) 

programs. These communities have demonstrated their capacity in one area of the Promise Zones work as well as their preparedness 

to broaden efforts to additional revitalization priorities.

Applications were submitted in late November, and the selection process will be coordinated by an interagency team led by the U.S. 

Department of Housing and Urban Development in close partnership with the U.S. Departments of Education and Agriculture. Selected 

communities will receive the resources provided by those agencies as well as the U.S. Department of Justice, and will coordinate with 

local leadership to improve economic mobility and grow the economy.

Expectations and Projections for the Remainder of FY 2014

DRA enthusiastically anticipates strong Promise Zone applications by eligible applicants in the region, and hopes that the 2013 rural 

awardee will be a Delta community. If a Delta region applicant wins the 2013 Rural Promise Zone designation, they will receive federal 

support staff who will provide assistance navigating federal programs and regulations, as well as on-the-ground technical assistance. 

This intensive engagement and collaboration across federal teams will help communities make the most of funding that may already 

be available, and will emulate the White House Council on Strong Cities Strong Communities (SC2) which provides federal support 

to municipalities suffering from chronic unemployment and poverty rates. Such partnership will improve problem-solving between 

federal programs and will help communities break down regulatory and bureaucratic barriers. Promise Zones will extend this direct 

engagement beyond municipalities alone, while mirroring at the federal level the capacity and drive that designated communities must 

have to get the job done.

Winning program designees will also gain more extensive preference points in upcoming federal competitive grant competitions and 

access to other federal grant programs to help them carry out their strategies. Furthermore, if enacted by Congress, the selected 

communities will receive employer tax incentives to create jobs for Zone residents and attract private capital to disinvested places, 

as modeled after Empowerment Zones tax credits. Together, this package of proven tools will help local leaders accelerate their local 

revitalization visions.
 Delta Regional Authority – Budget Justifi cation and Annual Report 167

Rural Jobs and Innovation Accelerator Challenge

A new type of initiative from the Obama Administration provided DRA with a unique opportunity to join with other federal agencies 

(USDA and EDA among others) to leverage resources for the benefi t of rural communities. DRA was honored to be included in this 

innovative approach to making rural investments, as the Region will benefi t greatly from the projects funded. In this cycle, two projects 

– 1) Accelerating Jobs and Innovation through Community and Economic Development in Mississippi and 2) I-20 Corridor Regional 

Business Accelerator – will leverage more than $1.5 million in other federal funds and $30.6 million in private funds to help create and 

retain more than 500 jobs and establish 12 new businesses.

The Rural Jobs and Innovation Accelerator Challenge (Rural Jobs Accelerator) is an interagency funding opportunity designed to provide 

regions with the necessary resources to plan and implement coordinated, fl exible, regionally-customized activities capable of helping 

rural regions capitalize on the benefi ts of regional innovation clusters.

Objectives:

To accelerate rural distressed communities’ ability to create jobs and strengthen their regional economies; and

To help rural communities identify local assets and connect to regional opportunities and self-identifi ed clusters that demonstrate 

high-growth potential.

Two projects have been awarded DRA investments of $250,000 each. The fi rst is Accelerating Jobs and Innovation through 

Community and Economic Development in Mississippi, through Mississippi State University. This project leverages $815,000 in other 

public investment and $30 million in private investment while helping to create and retain 500 jobs in three separate economic clusters 

(automotive, furniture, and agri-business). The second project to receive funding is the I-20 Corridor Regional Business Accelerator, 

through Winrock International and Louisiana Tech University. This project leverages $714,134 in other public investment and $600,000 

in private investment while helping to establish 12 new businesses, creating at a minimum 36 jobs in the following cluster areas: 

information technology, energy, green technology, and biosciences.

Recognizing the importance of these objectives, the Taskforce for the Advancement of Regional Innovation Clusters (TARIC) and the 

White House Rural Council developed the Rural Jobs Accelerator so that regions across the nation can compete for complementary 

federal resources to mitigate gaps and leverage opportunities specifi c to their region to advance self-identifi ed, high-potential industry 

clusters. Resources were made available through four funding agencies: the Department of Commerce’s Economic Development 

Administration (EDA), the Department of Agriculture (USDA), the Appalachian Regional Commission (ARC), and the Delta Regional 

Authority (DRA).

DRA funds may be used to assist in the economic development of rural areas by providing technical assistance for business 

development and economic development planning. ARC funds may be used to address gaps in a community’s entrepreneurial 

ecosystem to promote the growth and competitiveness of an identifi ed industry cluster.

USDA investments through the Rural Jobs Accelerator support projects that propose to identify and build regional assets through 

regional collaboration. USDA activities will provide technical assistance to develop rural communities’ capacity and ability to undertake 

projects related to housing, community facilities, or economic and community development. EDA’s investments support projects that 

foster regional linkages between communities and innovation clusters to support job creation, expanded markets, and economic 
 168

Rural Jobs and Innovation Accelerator Challenge

growth by connecting markets, supply chains, capital, technology, and workforce networks. 

Through the use of these coordinated investments, Rural Jobs Accelerator activities will:

• Accelerate the creation of high-wage jobs;

• Accelerate the formation of new businesses and growth of existing businesses;

• Identify and build assets in rural communities that are crucial to supporting regional economic ecosystems;

• Link rural communities to markets, networks, industry clusters, and other regional opportunities;

• Facilitate the relocation of jobs back to the United States;

• Support the deployment of innovative processes, technologies, and products;

• Enhance the capacity of small businesses in regional innovation clusters, including small and disadvantaged businesses;

• Increase exports and business interaction with international buyers and suppliers;

• Develop the skills and expertise of entrepreneurs, the workforce, and institutional partners to support growing clusters; and

• Ensure rural economies are supported by efficiently planned housing and community development.

Rural communities possess many unique assets necessary to participate in their regional economy and often provide the critical 

resources to foster high-potential industry clusters including renewable energy, food production, rural tourism, natural resources, and 

advanced manufacturing. However, rural communities are often challenged by relative isolation, low population densities, and scarcity 

of services and resources. Connecting rural America to industry clusters is crucial not only for the direct benefit rural communities 

receive through new education, training and high-wage job opportunities, but also for the long-term competitiveness of the wider 

regional and U.S. economy.

Clusters emerge as a result of private enterprises taking advantage of a region’s assets and strengths in the business environment and are often supported by intermediaries and other institutions that help provide information and connections. Research and 

experience have shown that building on a region’s economic strengths is the most effective strategy for economic development. In a 

2004 report, Michael Porter identified three ways in which clusters enhance the competitiveness of regions: improving productivity; 

fostering innovation; and facilitating the commercialization of innovation. The same report referenced a study which showed workers in 

a rural cluster earned 13 percent higher wages on average than employees in non-cluster-based economies. 

To sustain a prosperous economy, rural communities must identify and build upon existing assets and traditional strengths to forge 

connections with the larger region of interconnected firms and supporting institutions. These connections provide opportunities for rural 

businesses and workers to become participants and contributors to regional innovation and competitiveness. As workers are exposed 

to new training and skills they may become entrepreneurs, business owners, and leaders in a sustainable cluster network. Businesses 

may become integral suppliers to a larger producer and help clusters reach new markets. In this way, rural communities draw on 

their rich history as entrepreneurs to contribute to a regional economic ecosystem that leverages both local and regional assets to fuel 

economic growth.

FY 2013 Update

During the first quarter of fiscal year 2013 both projects funded by DRA finalized their award documents and were issued authorization 

to proceed with their projects. Winrock International began marketing activities for the proposed entrepreneur development classes. 

Technical assistance was provided by a CPA/MBA to each of the participants to help further develop each student’s feasibility plan.
 Delta Regional Authority – Budget Justifi cation and Annual Report 169

Rural Jobs and Innovation Accelerator Challenge

The MSU project prepared promotional materials for a Supervisor Training Model targeting the furniture sector and, partnering with 

Delta State University, MSU, conducted a Financial Fundamentals Workshop. Plans are in place to begin work towards activities 

anticipated to be completed in subsequent quarters.

The two DRA region projects awarded funding through this initiative are underway and quarterly calls are held with the funding partners 

and awardees. Other weekly calls are held between the funding partners to continually massage the reporting metrics report and other 

program issues as they arise. Both projects in the DRA service area are proceeding according to the timelines issued in the application 

and have had no concerns. Both projects are two-year projects and will be an ongoing follow-up item. During the next quarter, DRA 

anticipates discussions beginning on subsequent NOFAs.

Each project is in the beginning stages of their respective roll-outs, and a majority of their activities have yet to be accomplished. 

Winrock will look to provide these classes in several other locations, provide participants with one-on-one technical assistance, review 

and select business feasibility plans for mini-grants, and conduct evaluations of the program. In subsequent quarters, MSU plans to 

train prospective entrepreneurs using the Kauffman Model and conduct an export seminar in Indianola. 

These projects are both two-year projects and will impact a large portion of the DRA region including all of Mississippi and Northern 

Louisiana. The goals as described are to educate and facilitate the delivery of quality technical assistance to encourage business 

development around industry clusters in rural areas. This year DRA is expanding its partnerships with EDA, USDA, and others to include 

the Region in other “challenge” opportunities, as this experience has proven to be successful in bringing additional leveraged dollars 

to the Delta. 

For the next quarter, DRA anticipates continued progress toward the attainment of the program goals. At the end of the fi rst year, a 

more in-depth review of the quarterly reporting will be provided to ensure the outcomes and output measures are being met.

First Quarter FY 2014 Update

During the past quarter both projects have progressed according to the respective timelines for each. Quarterly update calls are held 

with the awardees and various funding partners. The weekly calls and follow-up from the funding partners means confi dence is still 

high that the projects will be successful. The other funding partners and DRA staff are both pleased with the progress so far.

For the next quarter, DRA anticipates continued progress toward the attainment of the program goals. The funding partners are 

working toward a joint in-person meeting of the awardees from multiple multi-agency programs. This would provide a forum for 

delivering key information and networking opportunities for the recipients.

Second Quarter FY 2014 Update

During the month of January 2014 the funding partners have been planning an in-person meeting with MIIA and RJIAC recipients in 

Washington DC. This convening is being done in an effort to allow each party to hear from and learn from the other recipients and 

provide a networking opportunity for all.
 170

Small Business and Entrepreneurship Initiative (SB&E)

FY 2013 Update

A key component of a strong Delta economy is the presence and success of small businesses and entrepreneurs. DRA is committed 

to investing in and fostering the kind of supportive environment entrepreneurs need to start and grow their businesses. Over the past 

three funding cycles, DRA has invested more than $4.9 million in projects focused on increasing resources and support for small 

businesses and entrepreneurs through the States’ Economic Development Assistance Program and Rural Community Advancement 

Program. The current cycle’s funding includes nearly $700,000 in small business projects. DRA continues to explore new opportunities 

to fund small business and entrepreneurship projects and increase their impact regionally.

The DRA kicked off its Small Business and Entrepreneurship Initiative in early 2011 while evaluating the region’s economic 

development strategies and recognizing the need for expanding existing small businesses and building a supportive entrepreneurial 

environment to support economic growth in the Delta. The DRA’s Small Business & Entrepreneurship Policy Framework has formed the 

basis for DRA’s investment policies for its third statutory policy—business development with an emphasis on entrepreneurship—and 

its SB&E Initiative. Through the Initiative, the DRA has invested $410,000 in local and region-wide projects. 

Looking ahead, the DRA will be working with the Douglas C. Greene Center on Innovation and Entrepreneurship (CIE) at Southeast 

Missouri State University to update the DRA Small Business & Entrepreneurship Policy Framework and an updated regional jobs 

report with descriptive imagery to highlight job creation and business growth by state and across the Delta region. Finally, DRA is in 

the process of developing the Delta Front Door program to provide technical assistance to local stakeholders to establish tools and 

strategies for small business growth and support for entrepreneurs. This program seeks to train elected officials, chamber of commerce 

leadership, and economic development practitioners.

Table 19 -- Small Business & Entrepreneurship Initiative Investments Highlights

Project Name Location DRA Investment Leveraged Investment Total Project Costs

Operation Jumpstart Online Region-wide $ 262,323 $ - $ 262,323

Arkansas Regional Innovation Hub North Little Rock, AR $ 50,000 $ 2,626,000 $ 2,676,000

Idea Village New Orleans, LA $ 110,000 $ 110,000 $ 220,000

MMBC Continuum Memphis, TN $ 250,000 $ 186,000 $ 436,000

SB&E Project Highlights

Operation JumpStart (OJS)

The Delta Regional Authority and the Douglas C. Greene Center for Innovation and Entrepreneurship (CIE) at Southeast Missouri State 

University combined efforts to deliver a ground breaking initiative to create more small businesses and jobs in the 252 counties and 

parishes in the Delta region: Accelerating Entrepreneurship in the Delta.

The objective of this project was to increase the capacity for communities to train, support, and mentor aspiring entrepreneurs and 

to accelerate the number of new ventures created each year throughout the Region. The cornerstone of the project is the nationally-
 Delta Regional Authority – Budget Justifi cation and Annual Report 171

Small Business and Entrepreneurship Initiative (SB&E)

recognized Operation JumpStart entrepreneurship development program offered by CIE. Created in 2006, Operation JumpStart has 

generated outstanding results and impact in effectively training individuals to test the feasibility of business ideas and provide the 

tools necessary to launch and sustain successful small businesses. Since the creation of Operation JumpStart, 1,000 entrepreneurs 

have completed the 36-hour Operation JumpStart training program. These individuals created more than 300 new businesses that 

are sustaining at a rate of 95 percent through two years. The regional economic impact of these businesses exceeds $30 million. 

Additionally, the program has certifi ed 120 institutions to provide JumpStart training in their own communities. 

JumpStart Online

In early 2013 the Delta Regional Authority provided a grant of $262,323 to support development and pilot testing of a new JumpStart 

Online Training program. The primary scope of work for this project included transferring the JumpStart curriculum to an online format 

with the use of leading instructional design and technology tools and approaches. The online curriculum will feature rich engaging 

components including video content, animation, peer interaction, and virtual coaching and mentoring interaction. 

Online JumpStart is nearing completion and will be tested soon with JumpStart affi liates in the Delta region. The online platform will 

allow JumpStart affi liates to provide training and support to aspiring entrepreneurs that do not have access to face-to-face training 

classes, or individuals that choose to access the program using the web platform. This is an important aspect of the continuing efforts 

to create entrepreneurial capacity across the region. 

The new online JumpStart program will be offered with three additional new training programs being developed by the Center for 

Innovation and Entrepreneurship. Online JumpStart will continue to serve a major market of developing entrepreneurs that are working 

in the early phases of business feasibility. For the fi rst time, JumpStart affi liates will have the opportunity to deliver additional entrepreneurship training programs that help entrepreneurs develop additional skills and improved business models for new and existing 

businesses. 

PitchPoint is an emerging approach to entrepreneurial training and mentoring. The PitchPoint training system of hands-on courses 

connects aspiring entrepreneurs to coaches and mentors and offers new tools to help entrepreneurs create replicable, scalable 

businesses. 

The PitchPoint training system is comprised of four courses: 

JumpStart is a course for fi rst-generation and underserved entrepreneurs focused on defi ning personal goals and determining 

feasibility of a business concept. 

Innovate is a four-week course that utilizes opportunity canvassing and idea modeling to generate BIG Ideas and innovative business 

models. 

Validate is a ten-week Lean LaunchPad course customized for main street entrepreneurs to validate business models and develop 

customers. 

Execute is a four-week course that assists entrepreneurs with building the operating and fi nancial plans to launch their proven 

business models.
 172

Small Business and Entrepreneurship Initiative (SB&E)

MMBC Continuum

The MMBC Continuum has developed a scalable business model that has worked in the Memphis (TN-AR-MS) Metro Area resulting 

in minority-and women-owned firms earning more than $662 million in contract awards from 2008 through 2012 and generating 

hundreds of new jobs. With $250,000 in DRA funding approved, the model will be adapted to a regional hub-and-spoke design to 

provide a Minority and Women-owned Business Ecosystem in the Delta.

The hub-and-spoke model will allow the Continuum to assist universities and economic development agencies in selected markets to 

address the needs of minority and women-owned businesses throughout their business life cycles. The Continuum will perform a “gap 

analysis” in each selected market to determine where the gaps are in the life cycle stages and work with those universities and existing 

agencies to provide the necessary services without the duplication of services amongst the agencies.

Five markets within the DRA footprint have been selected:

• Jefferson County, AR

• Ouachita Parish, LA

• Madison County, MS

• Cape Girardeau County, MO

• Jackson County, IL

The MMBC Continuum and DRA partnership will provide the following benefits to the Delta:

• Combine the economic impact of the U.S. Department of Commerce’s intent relative to the DRA’s mandate and the added 

 value of The MMBC Continuum’s new mandate via its new grant from the Department of Commerce’s Minority Business 

 Development Agency (MBDA).

• Provide critical outreach training and development (technical assistance) services to first generation minority and women 

 owned businesses. 

• Provide a small business ecosystem that can result in business partnerships where scalable minority and women owned 

 businesses help improve the economics in the region.

Farm to Fuel: Creating a WealthWorks Value Chain in Eastern Arkansas

Arkansas Green Energy Network (AGEN) is a network of more than 60 Arkansas-based non-profit organizations, small businesses, 

government entities, educators, and municipalities interested in promoting renewable energy and energy efficiency. Using the WealthWorks Action Framework, the Arkansas Green Energy Network seeks to transform Delta communities from energy consumers to 

independent energy producers in order to provide new opportunities through the creation of small businesses, while reducing energy 

costs for municipalities, businesses, and residents.

The two existing bio-refineries in Arkansas are large industrial facilities, costing upward of $8 million to build. The reality is that level of 

financial commitment is out of reach for aspiring entrepreneurs in the rural communities of the Delta region.
 Delta Regional Authority – Budget Justifi cation and Annual Report 173

Small Business and Entrepreneurship Initiative (SB&E)

On the other hand, Mid-South Community College (MSCC) has developed a biodiesel micro-refi nery that costs less than $300,000 to 

build. In partnership with alt.Consulting and the Arkansas Advanced Energy Association and with funding from Delta Regional Authority, 

MSCC expanded refi nery development and processing to DeWitt, AR—with a goal of opening up 40 more refi neries across the Delta 

region over the next 2 years. In DeWitt specifi cally, the partnership is using camelina as a feedstock to process into biodiesel, forming 

the basis of the value chain. From this refi nery’s presence, the local government will receive good, locally produced fuel at a reliable 

price, providing benefi ts to local transportation, businesses, and farmers. 

As the Farm to Fuel project advances, rural communities across eastern Arkansas will build the capacity to generate, utilize, and 

market thousands of gallons of biodiesel produced from local feedstocks that can produce energy. In addition to the planned investment in building the refi nery, DRA has been instrumental in convening stakeholders and identifying leveraging partners for the project.

ARVets

Through funding from the Delta Regional Authority, ARVets will be able to implement a project that improves the Veteran workforce and 

addresses the critical needs of many participants and their families who call the Delta their home. This investment of $250,000 will be 

made over two phases; the fi rst phase will consist of $131,670 for a pilot program, the success of which will inform further funding. 

The project will serve veterans by:

 • Identifying and assessing 150 veterans in the Delta region of Arkansas with employment needs and providing them with 

 vocational guidance/assistance to develop a plan to overcome obstacles to gainful employment;

 • Providing job training assistance to 50 veterans in the Delta region through connecting them to short-term training 

 opportunities that lead to employment in high-demand occupations in their communities;

 • Delivering entrepreneurial training, as an Operation JumpStart provider, to 50 low-income, economically disadvantaged 

 veterans in the Delta region who are interested in starting new businesses; and

 • Assisting fi ve veterans from the Delta region with acquiring training necessary to transition to careers as 

 Law Enforcement Offi cers.

Arkansas Regional Innovation Hub

The Argenta Innovation Center (AIC), which will be the fi rst phase of the Arkansas Regional Innovation Hub, will house three interconnected ventures that will work together to provide education, training, prototyping and startup and entrepreneurial opportunities. 

This project will receive $251,105 in joint funding from SEDAP and the Small Business and Entrepreneurship Initiative. With nearly 

$2.5 million in private and public investment, the Argenta Innovation Center has secured the funding needed to fi nalize construction 

and implementation of the Innovation Hub and its program, the Launch Pad. “We strongly believe that by creating the Argenta Innovation Center, we are taking a signifi cant step toward creating cutting-edge jobs that not only attract new talent to the area but also 

help us keep our brightest and most inventive entrepreneurs right here in Central Arkansas,” said Barry Hyde, campaign committee 

chairman.
 174

Small Business and Entrepreneurship Initiative (SB&E)

By retaining and attracting educated, creative entrepreneurs for Central Arkansas, the Argenta Innovation Center will add significantly 

to Central Arkansas’s economy: studies show that for every one percent gain in college-degreed citizens, Central Arkansas stands to 

gain $534 million annually.

The Arkansas Regional Innovation Hub has used a similar venture that DRA has supported – The Idea Village in New Orleans – as a 

model for its efforts in program and spatial development. The Idea Village boasts creating 2,000 jobs and generating $100 million 

each year, a feat that the Innovation Hub hopes it can soon achieve.

Once completed, the Argenta Innovation Center will house a kinetic mix of talent and inspiration. Students, workers and hobbyists – 

which AIC calls learners, makers and doers – will find a creative coexistence in:

The Silver Mine – a co-work community for the most creative entrepreneurs. Already, individual entrepreneurs and 

companies of all sizes are signing up to have employees placed in The Silver Mine in order to capitalize on the

creative climate and exchange of ideas.

Fab Lab – a space where youth and adults can use advanced technologies to make their ideas into tangible and sellable 

products. During the day, the Fab Lab will be a natural field trip destination for Arkansas schools. Plus, the potential of 

introductory engineering education will exist for middle school, high school and even college students. At night, the 

Fab Lab will serve as an open-source hub for makers of all ages. Already, companies are eager to support the Fab Lab 

as they know they will have a new source of bold ideas as well as skilled engineers and technicians.

Art Connection – an innovative program where students from North Little Rock High School already are creating a future 

through art. Twenty students (out of 200 applicants) learned visual arts and entrepreneurial skills last year. At the beginning 

of the school year, only half of the students in the program expressed interest in pursuing higher education. Now, all do, and 

all five of the program’s 2013 high school graduates are enrolled in four-year colleges and universities. 

Idea Village EIR

DRA has provided $50,000 in funding for an additional year of the entrepreneur-in-residence (EIR) program for the upcoming 

entrepreneurship season. During the 2013 “Entrepreneur Season,” DRA’s $50,000 investment in the Entrepreneur-in-Residence 

program helped seasoned entrepreneurs provide 2,349 consulting hours to mentor 55 entrepreneurs during the critical launch and 

acceleration stage of their businesses. The consulting led the entrepreneurs to expand their businesses and create jobs. 

In addition to the EIR program, DRA has directly supported Idea Village’s premiere event, New Orleans Entrepreneur Week, bringing 

entrepreneurs and business leaders together for networking and idea sharing. The Idea Village is a dynamic model for entrepreneurial 

development in the Delta, having provided more than 13 years direct assistance to 3,000+ New Orleans-based entrepreneurs by 

engaging a global network of more than 2,400 professionals. Collectively, this portfolio has created 2,000 jobs and generates $100 

million each year.
 Delta Regional Authority – Budget Justifi cation and Annual Report 175

Southern Growth Policies Board and Southern

Governors’ Association: Building a Pipeline for a

Skilled Workforce in the American South

In September, the Delta Regional Authority in partnership with Southern Growth Policies Board (SGPB) released a report entitled, “2013 

Report on the Future of the South: Re-imagining Workforce Development” during the annual meeting of the Southern Governors’ 

Association (SGA) in Louisville, Kentucky. Both conferences were held at the historic Seelbach Hotel.

There is no greater challenge the region faces today than developing the workforce and preparing the next generation with the 

skills that they need for the jobs in business and industry. The “Re-imagining Workforce Development” report aimed to highlight 

recommendations that all of us as regional leaders can address in our communities, such as:

Rethinking credentials;

 • Giving students more exposure to the world of work;

 • Scaling technology to create personalized learning;

 • Recovering disconnected youth;

 • Aligning and tracking data; and

 • More meaningfully engaging businesses

More importantly though, the report provides a framework for how we as community and regional leaders can move forward in building 

an education pipeline that provides our workforce with the skills needed to compete for these basic and advanced manufacturing jobs 

and attract outside business investment.

 

As detailed in the report, Southern Growth Policies Board presents three broad recommendations as key to our future success. 

Borrowing from the three “Rs” that have historically been central to our education system, we need to:

 1) Re-imagine Readiness

Several studies have shown that our businesses are saying they are unable to fi nd skilled workers, even as unemployment persists, 

there is a notion that we have lost a strong connection between education and jobs; that education needs to be recoupled with work 

in a more systemic way.

Moving forward, it is imperative that we work together to strengthen the connections between education and job skills; re-think 

credentials and their value in the workplace; give students more exposure to the world of work; and scale technology so that every 

student can benefi t from a high quality, personalized learning experience.

 2) Re-engage Adult Learners and Disconnected Youth

More than two-thirds of the workforce in 2020 and nearly half of the workforce in 2030 is already working today. At the same time, 

more than one in seven young people are disconnected from the foundations for future success – neither working nor in school. We 

need to re-engage both adults and youth in the education system to continuously update their skills in order to meet our need for a 
 176

Southern Growth Policies Board and Southern

Governors’ Association: Building a Pipeline for a

Skilled Workforce in the American South

alented workforce in the future. Key actions will be to target workers with some credits, but no degree or credential; help dislocated 

workers rejoin the workforce; and recover disconnected youth

3) Re-align Relationships and Resources

We need to better align education, workforce and economic development assets to create clear pathways and smooth transitions that 

will facilitate lifelong learning. Next steps? Create continuity in education and workforce development from early childhood through 

career; align and track data across the educational and workforce pipeline; and most importantly – we can engage businesses in a 

meaningful way.

The fourth R will be to “Ramp up!” We can take pockets of innovation that are taking place in states, communities and individual schools 

across the South and extend their reach throughout the region.

“Advanced Manufacturing in the American South” – Southern Governors’ Association

As an appropriate companion to “Re-imagining the Workforce,” the Southern Governors Association also released, “Advanced 

Manufacturing in the American South.” A report that highlights that, regardless of the industry sector, in order for us to continue to be 

effective in a 21st century global economy we must recognize that the connection between education and economic development has 

never been greater. With that comes a workforce that is the best trained, the best educated, and the most competitive in the world.

The Delta Regional Authority was invited to participate in a panel regarding the report. Much has been written lately about regions that 

are struggling economically due to depopulation. A number of these communities are in the American South and cross state borders, 

like the Mississippi Delta region, and so any solution would have a regional basis. 

First Quarter Fiscal Year 2014 Update

The Delta Regional Authority, in partnership with Ted Abernathy, Managing Partner, Economic Leadership, LLC will begin an eight-state 

Workforce Development Summit roll out in February of 2014 with the launch of these summits beginning in Arkansas. The summits will 

focus on economic and demographic trends, Policy and Industry approaches to workforce development, how the role of the education 

sector is changing workforce training. 

Each summit will be a daylong event bringing together those in the workforce and economic development sectors in each of the 

states to hear from our guest speakers and will receive an in-depth look at the report “2013 Report on the Future of the South: 

Re-imagining Workforce Development” with time for feedback from the audience, so that the Authority can collect what is most 

important to stakeholders in each of our eight states. The report out from the audiences will be complied and released to those in 

attendance. Communications and Public Engagement around the event was as follows:
 Delta Regional Authority – Budget Justifi cation and Annual Report 177

Southern Growth Policies Board and Southern

Governors’ Association: Building a Pipeline for a

Skilled Workforce in the American South
Appendix
 Delta Regional Authority – Budget Justifi cation and Annual Report 179

Delta Regional Authority Act of 2000, as amended

United States Code Annotated Currentness

Title 7. Agriculture Chapter 50. Agricultural Credit (Refs & Annos)

 Subchapter VI. Delta Regional Authority

§ 2009aa. Defi nitions

In this subchapter:

 (1) Authority

 The term “Authority” means the Delta Regional Authority established by section 2009aa-1 of this title.

 (2) Region

 The term “region” means the Lower Mississippi (as defi ned in section 4 of the Delta Development Act (42 U.S.C. 

 3121 note; Public Law 100-460)).

 (3) Federal grant program

 The term “Federal grant program” means a Federal grant program to provide assistance in--

 (A) acquiring or developing land;

 (B) constructing or equipping a highway, road, bridge, or facility; or

 (C) carrying out other economic development activities.

 (4) Alabama as participating State

 Notwithstanding any other provision of law, the State of Alabama shall be a full member of the Delta Regional 

 Authority and shall be entitled to all rights and privileges that said membership affords to all other participating 

 States in the Delta Regional Authority.

§ 2009aa-1. Delta Regional Authority

 (a) Establishment

 (1) In general

 There is established the Delta Regional Authority.

 (2) Composition

 The Authority shall be composed of--

(A) a Federal member, to be appointed by the President, with the advice and consent of the 

 Senate; and
 180

 (B) the Governor (or a designee of the Governor) of each State in the region that elects to 

 participate in the Authority.

 (3) Cochairpersons

 The Authority shall be headed by--

 (A) the Federal member, who shall serve--

 (i) as the Federal cochairperson; and

 (ii) as a liaison between the Federal Government and the Authority; and

 (B) a State cochairperson, who--

 (i) shall be a Governor of a participating State in the region; and

 (ii) shall be elected by the State members for a term of not less than 1 year.

(b) Alternate members

 (1) State alternates

 The State member of a participating State may have a single alternate, who shall be--

 (A) a resident of that State; and

 (B) appointed by the Governor of the State.

 (2) Alternate Federal cochairperson

 The President shall appoint an alternate Federal cochairperson.

 (3) Quorum

 A State alternate shall not be counted toward the establishment of a quorum of the Authority in any 

 instance in which a quorum of the State members is required to be present.

 (4) Delegation of power

 No power or responsibility of the Authority specified in paragraphs (2) and (3) of subsection (c) of 

 this section, and no voting right of any Authority member, shall be delegated to any person--

 (A) who is not an Authority member; or

 (B) who is not entitled to vote in Authority meetings.
 Delta Regional Authority – Budget Justifi cation and Annual Report 181

 (c) Voting

 (1) In general--voting

 A decision by the Authority shall require the affi rmative vote of the Federal cochairperson and a majority 

 of the State members (not including any member representing a State that is delinquent under subsection 

 (g)(2)(C)) to be effective.

 (2) Quorum

 A quorum of State members shall be required to be present for the Authority to make any policy 

 decision, including--

 (A) a modifi cation or revision of an Authority policy decision;

 (B) approval of a State or regional development plan; and

 (C) any allocation of funds among the States.

 (3) Project and grant proposals

 The approval of project and grant proposals shall be--

 (A) a responsibility of the Authority; and

 (B) conducted in accordance with section 2009aa-8 of this title.

 (4) Voting by alternate members

 An alternate member shall vote in the case of the absence, death, disability, removal, or resignation 

 of the Federal or State representative for which the alternate member is an alternate.

 (d) Duties

 The Authority shall--

 (1) develop, on a continuing basis, comprehensive and coordinated plans and programs to establish priorities 

 and approve grants for the economic development of the region, giving due consideration to other Federal, 

 State, and local planning and development activities in the region;

 (2) not later than 220 days after December 21, 2000, establish priorities in a development plan for the region 

 (including 5-year regional outcome targets);

 (3) assess the needs and assets of the region based on available research, demonstrations, investigations, 

 assessments, and evaluations of the region prepared by Federal, State, and local agencies, universities, 

 local development districts, and other nonprofi t groups;

 (4) formulate and recommend to the Governors and legislatures of States that participate in the Authority 

 forms of interstate cooperation;
 182

 (5) work with State and local agencies in developing appropriate model legislation;

 (6) (A) enhance the capacity of, and provide support for, local development districts in the region; or

 (B) if no local development district exists in an area in a participating State in the region, foster the creation 

 of a local development district;

 (7) encourage private investment in industrial, commercial, and other economic development projects in the 

 region; and

 (8) cooperate with and assist State governments with economic development programs of participating States.

(e) Administration

 In carrying out subsection (d) of this section, the Authority may--

 (1) hold such hearings, sit and act at such times and places, take such testimony, receive such evidence, 

 and print or otherwise reproduce and distribute a description of the proceedings and reports on actions by 

 the Authority as the Authority considers appropriate;

 (2) authorize, through the Federal or State cochairperson or any other member of the Authority designated by 

 the Authority, the administration of oaths if the Authority determines that testimony should be taken or 

 evidence received under oath;

 (3) request from any Federal, State, or local department or agency such information as may be available to or 

 procurable by the department or agency that may be of use to the Authority in carrying out duties of 

 the Authority;

 (4) adopt, amend, and repeal bylaws, rules, and regulations governing the conduct of Authority business and 

 the performance of Authority duties;

 (5) request the head of any Federal department or agency to detail to the Authority such personnel as the 

 Authority requires to carry out duties of the Authority, each such detail to be without loss of seniority, pay, 

 or other employee status;

 (6) request the head of any State department or agency or local government to detail to the Authority such 

 personnel as the Authority requires to carry out duties of the Authority, each such detail to be without loss 

 of seniority, pay, or other employee status;

 (7) provide for coverage of Authority employees in a suitable retirement and employee benefit system by--

 (A) making arrangements or entering into contracts with any participating State government; or

 (B) otherwise providing retirement and other employee benefit coverage;
 Delta Regional Authority – Budget Justifi cation and Annual Report 183

 (8) accept, use, and dispose of gifts or donations of services or real, personal, tangible, or intangible property;

 (9) enter into and perform such contracts, leases, cooperative agreements, or other transactions as are 

 necessary to carry out Authority duties, including any contracts, leases, or cooperative agreements with--

 (A) any department, agency, or instrumentality of the United States;

 (B) any State (including a political subdivision, agency, or instrumentality of the State); or

 (C) any person, fi rm, association, or corporation; and

 (10) establish and maintain a central offi ce and fi eld offi ces at such locations as the Authority may select.

 (f) Federal agency cooperation

 A Federal agency shall--

 (1) cooperate with the Authority; and

 (2) provide, on request of the Federal cochairperson, appropriate assistance in carrying out this subchapter, 

 in accordance with applicable Federal laws (including regulations).

 (g) Administrative expenses

 (1) In general

 Administrative expenses of the Authority (except for the expenses of the Federal cochairperson, including 

 expenses of the alternate and staff of the Federal cochairperson, which shall be paid solely by the Federal 

 Government) shall be paid--

 (A) by the Federal Government, in an amount equal to 50 percent of the administrative expenses; and

 (B) by the States in the region participating in the Authority, in an amount equal to 50 percent of the 

 administrative expenses.

 (2) State share

 (A) In general

 The share of administrative expenses of the Authority to be paid by each State shall be 

 determined by the Authority.

 (B) No Federal participation

 The Federal cochairperson shall not participate or vote in any decision under subparagraph (A).

 (C) Delinquent States

 If a State is delinquent in payment of the State’s share of administrative expenses of the Authority 
 184

 under this subsection--

 (i) no assistance under this subchapter shall be furnished to the State (including assistance 

 to a political subdivision or a resident of the State); and

 (ii) no member of the Authority from the State shall participate or vote in any action by 

 the Authority.

(h) Compensation

 (1) Federal cochairperson

 The Federal cochairperson shall be compensated by the Federal Government at level III of the 

 Executive Schedule in subchapter II of chapter 53 of Title 5.

 (2) Alternate Federal cochairperson

 The alternate Federal cochairperson--

 (A) shall be compensated by the Federal Government at level V of the Executive Schedule described 

 in paragraph (1); and

 (B) when not actively serving as an alternate for the Federal cochairperson, shall perform such

 functions and duties as are delegated by the Federal cochairperson.

 (3) State members and alternates

 (A) In general

 A State shall compensate each member and alternate representing the State on the Authority at 

 the rate established by law of the State.

 (B) No additional compensation

 No State member or alternate member shall receive any salary, or any contribution to or 

 supplementation of salary from any source other than the State for services provided by the 

 member or alternate to the Authority.

 (4) Detailed employees

 (A) In general

 No person detailed to serve the Authority under subsection (e)(6) of this section shall receive 

 any salary or any contribution to or supplementation of salary for services provided to the 

 Authority from--
 Delta Regional Authority – Budget Justifi cation and Annual Report 185

 (i) any source other than the State, local, or intergovernmental department or agency 

 from which the person was detailed; or

 (ii) the Authority.

 (B) Violation

 Any person that violates this paragraph shall be fi ned not more than $5,000, imprisoned not 

 more than 1 year, or both.

 (C) Applicable law

 The Federal cochairperson, the alternate Federal cochairperson, and any Federal offi cer or 

 employee detailed to duty on the Authority under subsection (e)(5) of this section shall not

 be subject to subparagraph (A), but shall remain subject to sections 202 through 209 of Title 18.

 (5) Additional personnel

 (A) Compensation

 (i) In general

 The Authority may appoint and fi x the compensation of an executive director and 

 such other personnel as are necessary to enable the Authority to carry out the duties 

 of the Authority.

 (ii) Exception

 Compensation under clause (i) shall not exceed the maximum rate for the Senior 

 Executive Service under section 5382 of Title 5, including any applicable locality-based 

 comparability payment that may be authorized under section 5304(h)(2)(C) of that title.

 (B) Executive director

 The executive director shall be responsible for--

 (i) the carrying out of the administrative duties of the Authority;

 (ii) direction of the Authority staff; and

 (iii) such other duties as the Authority may assign.

 (C) No Federal employee status

 No member, alternate, offi cer, or employee of the Authority (except the Federal cochairperson of 

 the Authority, the alternate and staff for the Federal cochairperson, and any Federal employee 

 detailed to the Authority under subsection (e)(5)) of this section shall be considered to be a 

 Federal employee for any purpose.
 186

(i) Conflicts of interest

 (1) In general

 Except as provided under paragraph (2), no State member, alternate, officer, or employee of the Authority 

 shall participate personally and substantially as a member, alternate, officer, or employee of the Authority, 

 through decision, approval, disapproval, recommendation, the rendering of advice, investigation, or 

 otherwise, in any proceeding, application, request for a ruling or other determination, contract, claim, 

 controversy, or other matter in which, to knowledge of the member, alternate, officer, or employee--

 (A) the member, alternate, officer, or employee;

 (B) the spouse, minor child, partner, or organization (other than a State or political subdivision of the 

 State) of the member, alternate, officer, or employee, in which the member, alternate, officer, 

 or employee is serving as officer, director, trustee, partner, or employee; or

 (C) any person or organization with whom the member, alternate, officer, or employee is negotiating 

 or has any arrangement concerning prospective employment; has a financial interest.

 (2) Disclosure

 Paragraph (1) shall not apply if the State member, alternate, officer, or employee--

 (A) immediately advises the Authority of the nature and circumstances of the proceeding, 

 application, request for a ruling or other determination, contract, claim, controversy, or other 

 particular matter presenting a potential conflict of interest;

 (B) makes full disclosure of the financial interest; and

 (C) before the proceeding concerning the matter presenting the conflict of interest, receives a written 

 determination by the Authority that the interest is not so substantial as to be likely to affect the 

 integrity of the services that the Authority may expect from the State member, alternate, officer, 

 or employee.

 (3) Violation

 Any person that violates this subsection shall be fined not more than $10,000, imprisoned not more than 

 2 years, or both.

(j) Validity of contracts, loans, and grants

 The Authority may declare void any contract, loan, or grant of or by the Authority in relation to which the Authority 

 determines that there has been a violation of any provision under subsection (h)(4) of this section, subsection (i) of 

 this section, or sections 202 through 209 of Title 18.
 Delta Regional Authority – Budget Justifi cation and Annual Report 187

§ 2009aa-2. Economic and community development grants

(a) In general

The Authority may approve grants to States and public and nonprofi t entities for projects, approved in accordance with section 

2009aa-8 of this title--

 (1) to develop the transportation infrastructure of the region for the purpose of facilitating economic development in the 

 region (except that grants for this purpose may only be made to a State or local government);

 (2) to assist the region in obtaining the job training, employment-related education, and business development (with an 

 emphasis on entrepreneurship) that are needed to build and maintain strong local economies;

 (3) to provide assistance to severely distressed and underdeveloped areas that lack fi nancial resources for improving 

 basic public services;

 (4) to provide assistance to severely distressed and underdeveloped areas that lack fi nancial resources for equipping 

 industrial parks and related facilities; and

 (5) to otherwise achieve the purposes of this subchapter.

(b) Funding

 (1) In general

 Funds for grants under subsection (a) of this section may be provided--

 (A) entirely from appropriations to carry out this section;

 (B) in combination with funds available under another Federal or Federal grant program; or

 (C) from any other source.

 (2) Priority of funding

 To best build the foundations for long-term economic development and to complement other Federal and State 

 resources in the region, Federal funds available under this subchapter shall be focused on the activities in the 

 following order or priority:

 (A) Basic public infrastructure in distressed counties and isolated areas of distress.

 (B) Transportation infrastructure for the purpose of facilitating economic development in the region.

 (C) Business development, with emphasis on entrepreneurship.

 (D) Job training or employment-related education, with emphasis on use of existing public educational 

 institutions located in the region.
 188

§ 2009aa-3. Supplements to Federal grant programs

(a) Finding

Congress finds that certain States and local communities of the region, including local development districts, may be unable to 

take maximum advantage of Federal grant programs for which the States and communities are eligible because--

(1) the States or communities lack the economic resources to provide the required matching share; or

(2) there are insufficient funds available under the applicable Federal law authorizing the Federal grant program to 

 meet pressing needs of the region.

(b) Federal grant program funding

Notwithstanding any provision of law limiting the Federal share, the areas eligible for assistance, or the authorizations of appropriations of any Federal grant program, and in accordance with subsection (c) of this section, the Authority, with the approval of 

the Federal cochairperson and with respect to a project to be carried out in the region--

(1) may increase the Federal share of the costs of a project under the Federal grant program to not more than 90 

 percent (except as provided in section 2009aa-5(b) of this title); and

(2) shall use amounts made available to carry out this subchapter to pay the increased Federal share.

(c) Certifications

(1) In general

 In the case of any project for which all or any portion of the basic Federal share of the costs of the project is 

 proposed to be paid under this section, no Federal contribution shall be made until the Federal official 

 administering the Federal law that authorizes the Federal grant program certifies that the project--

 (A) meets (except as provided in subsection (b) of this section) the applicable requirements of the applicable 

 Federal grant program; and

 (B) could be approved for Federal contribution under the Federal grant program if funds were available under 

 the law for the project.

(2) Certification by Authority

 (A) In general

 The certifications and determinations required to be made by the Authority for approval of projects under 

 this Act in accordance with section 2009aa-8 of this title--

 (i) shall be controlling; and

 (ii) shall be accepted by the Federal agencies.
 Delta Regional Authority – Budget Justifi cation and Annual Report 189

 (B) Acceptance by Federal cochairperson

 In the case of any project described in paragraph (1), any fi nding, report, certifi cation, or documentation 

 required to be submitted with respect to the project to the head of the department, agency, or 

 instrumentality of the Federal Government responsible for the administration of the Federal grant 

 program under which the project is carried out shall be accepted by the Federal cochairperson.

§ 2009aa-4. Local development districts; certifi cation and administrative expenses

(a) Defi nition of local development district

In this section, the term “local development district” means an entity that--

 (1) is--

 (A) a planning district in existence on December 21, 2000, that is recognized by the Economic Development 

 Administration of the Department of Commerce; or

 (B) where an entity described in subparagraph (A) does not exist--

 (i) organized and operated in a manner that ensures broad-based community participation and an 

 effective opportunity for other nonprofi t groups to contribute to the development and 

 implementation of programs in the region;

 (ii) governed by a policy board with at least a simple majority of members consisting of elected 

 offi cials or employees of a general purpose unit of local government who have been appointed 

 to represent the government;

 (iii) certifi ed to the Authority as having a charter or authority that includes the economic development 

 of counties or parts of counties or other political subdivisions within the region--

 (I) by the Governor of each State in which the entity is located; or

 (II) by the State offi cer designated by the appropriate State law to make the certifi cation; and

 (iv)(I) a nonprofi t incorporated body organized or chartered under the law of the State in which the 

 entity is located;

 (II) a nonprofi t agency or instrumentality of a State or local government;

 (III) a public organization established before December 21, 2000, under State law for creation of 

 multi-jurisdictional, area-wide planning organizations; or

 (IV) a nonprofi t association or combination of bodies, agencies, and instrumentalities described in 

 subclauses (I) through (III); and
 190

(2) has not, as certified by the Federal cochairperson--

 (A) inappropriately used Federal grant funds from any Federal source; or

 (B) appointed an officer who, during the period in which another entity inappropriately used Federal grant 

 funds from any Federal source, was an officer of the other entity.

(b) Grants to local development districts

(1) In general

 The Authority shall make grants for administrative expenses under this section.

(2) Conditions for grants

 (A) Maximum amount

 The amount of any grant awarded under paragraph ( 1) shall not exceed 80 percent of the administrative 

 expenses of the local development district receiving the grant.

 (B) Maximum period

 No grant described in paragraph (1) shall be awarded to a State agency certified as a local development 

 district for a period greater than 3 years.

 (C) Local share

 The contributions of a local development district for administrative expenses may be in cash or in kind, 

 fairly evaluated, including space, equipment, and services.

(c) Duties of local development districts

A local development district shall--

 (1) operate as a lead organization serving multicounty areas in the region at the local level; and

 (2) serve as a liaison between State and local governments, nonprofit organizations (including 

 community-based groups and educational institutions), the business community, and citizens that--

 (A) are involved in multijurisdictional planning;

 (B) provide technical assistance to local jurisdictions and potential grantees; and

 (C) provide leadership and civic development assistance.

§ 2009aa-5. Distressed counties and areas and nondistressed counties

(a) Designations

Not later than 90 days after December 21, 2000, and annually thereafter, the Authority, in accordance with such criteria as the 

Authority may establish, shall designate--
 Delta Regional Authority – Budget Justifi cation and Annual Report 191

 (1) as distressed counties, counties in the region that are the most severely and persistently distressed and 

 underdeveloped and have high rates of poverty or unemployment;

 (2) as nondistressed counties, counties in the region that are not designated as distressed counties under paragraph 

 (1); and

 (3) as isolated areas of distress, areas located in nondistressed counties (as designated under paragraph (2)) that have 

 high rates of poverty or unemployment.

(b) Distressed counties

 (1) In general

 The Authority shall allocate at least 75 percent of the appropriations made available under section 2009aa-12 of 

 this title for programs and projects designed to serve the needs of distressed counties and isolated areas of distress 

 in the region.

 (2) Funding limitations

 The funding limitations under section 2009aa-3(b) of this title shall not apply to a project providing transportation 

 or basic public services to residents of one or more distressed counties or isolated areas of distress in the region.

(c) Nondistressed counties

 (1) In general

 Except as provided in this subsection, no funds shall be provided under this subchapter for a project located in a 

 county designated as a nondistressed county under subsection (a)(2) of this section.

 (2) Exceptions

 (A) In general

 The funding prohibition under paragraph (1) shall not apply to grants to fund the administrative expenses 

 of local development districts under section 2009aa-4(b) of this title.

 (B) Multicounty projects

 The Authority may waive the application of the funding prohibition under paragraph (1) to--

 (i) a multicounty project that includes participation by a nondistressed county; or

 (ii) any other type of project;

 if the Authority determines that the project could bring signifi cant benefi ts to areas of the region 

 outside a nondistressed county.

 (C) Isolated areas of distress

 For a designation of an isolated area of distress for assistance to be effective, the designation shall 

 be supported--
 192

 (i) by the most recent Federal data available; or

 (ii) if no recent Federal data are available, by the most recent data available through the government 

 of the State in which the isolated area of distress is located.

(d) Transportation and basic public infrastructure

The Authority shall allocate at least 50 percent of any funds made available under section 2009aa-12 of this title for transportation and basic public infrastructure projects authorized under paragraphs (1) and (3) of section 2009aa-2(a) of this title.

§ 2009aa-6. Development planning process

(a) State development plan

In accordance with policies established by the Authority, each State member shall submit a development plan for the area of the 

region represented by the State member.

(b) Content of plan

A State development plan submitted under subsection (a) of this section shall reflect the goals, objectives, and priorities identified 

in the regional development plan developed under section 2009aa-1(d)(2) of this title.

(c) Consultation with interested local parties

In carrying out the development planning process (including the selection of programs and projects for assistance), a State may--

(1) consult with--

 (A) local development districts; and

 (B) local units of government; and

(2) take into consideration the goals, objectives, priorities, and recommendations of the entities described in 

 paragraph (1).

(d) Public participation

(1) In general

 The Authority and applicable State and local development districts shall encourage and assist, to the maximum 

 extent practicable, public participation in the development, revision, and implementation of all plans and 

 programs under this subchapter.

(2) Regulations

 The Authority shall develop guidelines for providing public participation described in paragraph (1), including 

 public hearings.
 Delta Regional Authority – Budget Justifi cation and Annual Report 193

§ 2009aa-7. Program development criteria

(a) In general

In considering programs and projects to be provided assistance under this subchapter, and in establishing a priority ranking of 

the requests for assistance provided by the Authority, the Authority shall follow procedures that ensure, to the maximum extent 

practicable, consideration of--

 (1) the relationship of the project or class of projects to overall regional development;

 (2) the per capita income and poverty and unemployment rates in an area;

 (3) the fi nancial resources available to the applicants for assistance seeking to carry out the project, with emphasis on 

 ensuring that projects are adequately fi nanced to maximize the probability of successful economic development;

 (4) the importance of the project or class of projects in relation to other projects or classes of projects that may be in 

 competition for the same funds;

 (5) the prospects that the project for which assistance is sought will improve, on a continuing rather than a temporary 

 basis, the opportunities for employment, the average level of income, or the economic development of the 

 area served by the project; and

 (6) the extent to which the project design provides for detailed outcome measurements by which grant expenditures 

 and the results of the expenditures may be evaluated.

(b) No relocation assistance

No fi nancial assistance authorized by this subchapter shall be used to assist a person or entity in relocating from one area to 

another, except that fi nancial assistance may be used as otherwise authorized by this chapter to attract businesses from outside 

the region to the region.

(c) Reduction of funds

Funds may be provided for a program or project in a State under this subchapter only if the Authority determines that the level of 

Federal or State fi nancial assistance provided under a law other than this subchapter, for the same type of program or project in 

the same area of the State within the region, will not be reduced as a result of funds made available by this subchapter.

§ 2009aa-8. Approval of development plans and projects

(a) In general

A State or regional development plan or any multistate subregional plan that is proposed for development under this subchapter 

shall be reviewed and approved by the Authority.

(b) Evaluation by State member

An application for a grant or any other assistance for a project under this subchapter shall be made through and evaluated for 

approval by the State member of the Authority representing the applicant.
 194

(c) Certification

An application for a grant or other assistance for a project shall be approved only on certification by the State member that the 

application for the project--

(1) describes ways in which the project complies with any applicable State development plan;

(2) meets applicable criteria under section 2009aa-7 of this title;

(3) provides adequate assurance that the proposed project will be properly administered, operated, and maintained; and

(4) otherwise meets the requirements of this subchapter.

(d) Approval of grant applications

On certification by a State member of the Authority of an application for a grant or other assistance for a specific project under 

this section, an affirmative vote of the Authority under section 2009aa-1(c) of this title shall be required for approval of the application.

§ 2009aa-9. Consent of States

Nothing in this subchapter requires any State to engage in or accept any program under this subchapter without the consent of 

the State.

§ 2009aa-10. Records

(a) Records of the Authority

(1) In general

 The Authority shall maintain accurate and complete records of all transactions and activities of the Authority.

(2) Availability

 All records of the Authority shall be available for audit and examination by the Comptroller General of the United 

 States and the Inspector General of the Department of Agriculture (including authorized representatives of 

 the Comptroller General and the Inspector General of the Department of Agriculture).

(b) Records of recipients of Federal assistance

(1) In general

 A recipient of Federal funds under this subchapter shall, as required by the Authority, maintain accurate and 

 complete records of transactions and activities financed with Federal funds and report on the transactions and 

 activities to the Authority.

(2) Availability

 All records required under paragraph (1) shall be available for audit by the Comptroller General of the United States, 

 the Inspector General of the Department of Agriculture, and the Authority ( including authorized representatives of 

 the Comptroller General, the Inspector General of the Department of Agriculture, and the Authority).
 Delta Regional Authority – Budget Justifi cation and Annual Report 195

(c) Repealed. Pub.L. 111-8, Div. A, Title VII, § 733, Mar. 11, 2009, 123 Stat. 558

§ 2009aa-11. Annual report

Not later than 180 days after the end of each fi scal year, the Authority shall submit to the President and to Congress a report 

describing the activities carried out under this subchapter.

§ 2009aa-12. Authorization of appropriations

(a) In general

There is authorized to be appropriated to the Authority to carry out this subchapter $30,000,000 for each of fi scal years 2008 

through 2012, to remain available until expended.

(b) Administrative expenses

Not more than 5 percent of the amount appropriated under subsection (a) of this section for a fi scal year shall be used for administrative expenses of the Authority.

§ 2009aa-13. Termination of authority

This subchapter and the authority provided under this subchapter expire on October 1, 2012.

END OF DOCUMENT
www.dra.gov

Delta Regional Authority
Locations and Contact 

Information

Headquarters:Delta Regional Authority236 Sharkey AvenueSuite 400Clarksdale, MS 38614(P) 662.624.8600(F) 662.624.8537

Washington, DC:Delta Regional Authority444 North Capitol, NWSuite 309Washington, DC 20001(P) 202.434.4870

www.dra.gov
The Delta Region

252 Counties and Parishes

212 Deemed “Distressed”

9,852,807 Residents
Poverty in the Delta
Poverty in the Delta

Percent of population living in poverty by county/parish: 2006-2010Source: US Census Bureau, 2006-2010 American Community Survey

8.8% - 18.5%18.6% - 23.6%23.7% - 43.4%

Illinois

18.5%

United States

13.8%

Delta Region

19.9%

Mississippi

22.4%

Tennessee

19.4%

Alabama 

26.6%

Louisiana

19.0%

Arkansas

19.5%

Kentucky

17.1%

Missouri

19.0%

1 in 5 people in the Delta 

live in poverty
Health in the Delta

33.9%

11.9%

27.5%

9.2%

26.0%

8.9%

5.0%0.0%

40.0%35.0%30.0%25.0%20.0%15.0%10.0%

Obesity Diabetes

Delta Average National Average Non-Delta Average

Deaths from Circulatory Disease

Delta Average

U.S. Average

Deaths from Cancer

Delta Average

U.S. Average

16%

12%
States’ Economic Development 

Assistance Program (SEDAP)

Funding 

Categories

Basic Public 

Infrastructure

Business 

Development 

–

Small Business & 

Entrepreneurship

Transportation 

Infrastructure

Workforce 

Training and 

Education
SEDAP Funding Priorities

With SEDAP funds, the Authority will:

 Invest at least 75 percent of its funds into Economically Distressed Counties and Parishes; and Invest at least 50 percent of its funds into Transportation and Infrastructure projects.

KEY -- DRA’s funds can be the state/local match.
SEDAP Funding Priorities
SEDAP Funding Outcomes

$119,188,005 

$681,045,256 

$2,022,816,351 

DRAPublicPrivate

799 2.8 Billion

=
SEDAP Funding Outcomes

21,220,666

94,008,842

765,400,000

880,970,318

0

900,000,000800,000,000700,000,000600,000,000500,000,000400,000,000300,000,000200,000,000100,000,000

1,000,000,000

LOUISIANA

DRA Investment Public Investment Private Investment Total Investment
SEDAP Funding Outcomes

*Outcomes through twelve funding cycles (2002-2013)

41,85761,64329,763

What we will 

accomplish:

17,33125,532

3,745

What we’ve 

accomplished:

Jobs Created and 

Retained

Families with new 

sewer and water

Individuals trained 

for jobs
How to Apply for SEDAP funding

Build application at funding.dra.gov

Contact your Local Development District 

Application period begins late Spring
Other DRA Programs

Rural Communities 

Advancement 

Program

Healthy Delta 

Initiative

Delta Leadership 

Institute

Innovative 

Readiness Training

Small Business & 

Entrepreneurship 

Initiative

www.dra.gov/initiatives
Innovative Readiness Training

 Partnership with the U.S. Department of Defense Five years of medical missions More than 35,000 Delta residents reached Medical 

– Dental 

– Optical 

– Mental 

– Other Services

In Summer 2013, DRA and DOD sponsored 4 missions in 11 communities in Arkansas, Kentucky, Louisiana, Mississippi, Missouri, and Tennessee.

www.dra.gov/initiatives/health
Delta Leadership Institute

dra.gov/leadership

 Executive Academy 

– a year

-long leadership development 

program for regional leaders desiring to prepare themselves for the challenges of the 21st century

53 new fellows for 2013

-2014 class will participate in seven 

sessions on diverse topics in cities across the Delta and in Washington, DC.

 Delta Leadership Network 

– alumni association to foster 

continued regional collaboration and leadership development

 DLN now consists of more than 350 regional leaders.
Small Business and Entrepreneurship 

Initiative

Over the past four funding cycles, DRA has invested $6.6 million in 

projects focused on increasing resources and support for small businesses 

and entrepreneurs. Investment 

highlights investments include:

 EDIE’s Village  Farm to Fuel: Creating WealthWorks Value Chain in Eastern 

Arkansas 

 Mid-South Minority Business Council (MMBC) Continuum 

 Operation JumpStart 

www.dra.gov/initiatives/small-business.aspx
Federal Family Partnerships

Economic Development 

Administration (EDA) 

Small Business 

Administration (SBA) 

US Department of 

Agriculture (USDA)

US Department of 

Defense (DOD) 

US Department of Health 

and Human Services

Health Resources and 

Services Administration 

(HRSA)

US Department of Labor

White House Council on 

Strong Cities, Strong 

Communities
Creating Jobs.

Building Communities.

Improving Lives.

www.dra.gov

Delta Regional Authority

1-888-GO TO DRA

@DeltaRegional /delta.regional.authority
 Delta Regional Authority – Budget Justifi cation and Annual Report 215

State Development Plan Strategic Goals and Priorities

ALABAMA

 Goal 1: Advance the productivity and economic competitiveness of the Delta workforce.

 Strategic Objective 1.1: Foster Civic Entrepreneurship.

 Strategic Objective 1.2: Diversify the Economic Base.

 Strategic Objective 1.3: Enhance Entrepreneurial Activity in the Region.

 Strategic Objective 1.4: Develop and Strengthen Strategic Assets for Local Economies.

 Strategic Objective 1.5: Increase the Domestic and Global Competitiveness of the Existing Economic Base.

 Goal 2: Strengthen the capacity of the people of the DRA to compete in the global economy 

 (making communities fl ourish).

 Strategic Objective 2.1: Foster Civic Entrepreneurship.

 Strategic Objective 2.2: Enhance Workforce Skills through Training.

 Strategic Objective 2.3: Increase Access to Quality Child Care and Early Childhood Education.

 Strategic Objective 2.4: Increase Educational Attainment and Achievement.

 Strategic Objective 2.5: Provide Access to Health Care Professionals.

 Strategic Objective 2.6: Promote Health through Wellness and Prevention.

 Goal 3: Develop and improve DRA’s infrastructure to make the region economically competitive.

 Strategic Objective 3.1: Foster Civic Entrepreneurship.

 Strategic Objective 3.2: Build and Enhance Basic Infrastructure.

 Strategic Objective 3.3: Increase the Accessibility and Use of Telecommunications Technology.

 Strategic Objective 3.4: Build and Enhance Environmental Assets.

 Strategic Objective 3.5: Promote the Development of an Intermodal Transportation Network.

 Goal 4: Strengthen the Delta’s physical and digital connections to the global economy.

 Strategic Objective 4.1: Increase the Accessibility and Use of Broadband Technology.

 Strategic Objective 4.2: Redirect Rural Transportation Infrastructure Funding into Linked Networks.

 Strategic Objective 4.3: Promote the Development of a “New” and Innovative Broadband Program.

ARKANSAS

 DRA Goal 1: To advance the productivity and economic competitiveness of the Delta workforce

 State Goal 1: Increase the incomes of Arkansans at a growth pace greater than the national average.

 State Goal 2: Expand entrepreneurship focusing on knowledge-based enterprises.
 216

 State Goal 3: Compete more effectively in the global marketplace for new business, jobs, and create a 

 business retention strategy to reduce closures.

 State Goal 4: Our economic development policy will meet the special needs and take advantage of the 

 extraordinary assets of various areas of the state. It will not be one size fits all.

 State Goal 5: Increase the number of workers with post-secondary training so they are prepared when 

 they enter the workforce and equipped for new jobs in the future.

DRA Goal 2: To strengthen the Delta’s physical and digital connections to the global economy.

 State Goal 1: Increase the incomes of Arkansans at a growth pace greater than the national average.

 State Goal 2: Expand entrepreneurship focusing on knowledge-based enterprises.

 State Goal 3: Compete more effectively in the global marketplace for new business, jobs, and create a 

 business retention strategy to reduce closures.

 State Goal 4: Our economic development policy will meet the special needs and take advantage of the 

 extraordinary assets of various areas of the state. It will not be one size fits all.

 State Goal 5: Increase the number of workers with post-secondary training so they are prepared when they 

 enter the workforce and equipped for new jobs in the future.

DRA Goal 3: To create critical mass within the Delta.

 State Goal 1: Increase the incomes of Arkansans at a growth pace greater than the national average.

 State Goal 2: Expand entrepreneurship focusing on knowledge-based enterprises.

 State Goal 3: Compete more effectively in the global marketplace for new business, jobs, and create a 

 business retention strategy to reduce closures.

 State Goal 4: Our economic development policy will meet the special needs and take advantage of the 

 extraordinary assets of various areas of the state. It will not be one size fits all.

 State Goal 5: Increase the number of workers with post-secondary training so they are prepared when they 

 enter the workforce and equipped for new jobs in the future.

ILLINOIS

Priority 1: Create and Retain Illinois Jobs.

 Initiative: Make business investments to create and retain jobs.

 Initiative: Target investments to key regional industries and clusters.

 Initiative: Ensure accountable and cost-effective business investments.

Priority 2: Invest in the Illinois Workforce.

 Initiative: Continue developing best practices and policy innovations in Illinois’ administration of the Workforce 

 Investment Act (WIA) program.

 Initiative: Provide incumbent worker, college readiness and workplace readiness training.

 Initiative: Continue multi-agency efforts to develop the Illinois “21st Century Workforce Pipeline.”
 Delta Regional Authority – Budget Justifi cation and Annual Report 217

 Priority 3: Develop Illinois’ Community Infrastructure and Quality of Life.

 Initiative: Invest in critical public infrastructure to enable economic growth.

 Initiative: Improve the economic well-being of disadvantaged communities and households.

 Initiative: Promote tourism development to enhance quality of life and stimulate economic growth.

 Priority 4: Build a Statewide Culture of Innovation and Entrepreneurship.

 Initiative: Build an entrepreneurial culture in Illinois and help small businesses maintain competitiveness in the 

 global economy.

 Initiative: Help Illinois manufacturers innovate to maintain competitiveness in the global economy.

 Initiative: Establish Illinois as a technology and research commercialization leader.

 Priority 5: Promote Energy Independence.

 Initiative: Work to secure passage of a comprehensive state energy independence plan.

 Initiative: Support state global climate change reduction initiatives.

 Initiative: Work to increase renewable and sustainable energy and environmental portfolio standards.

 Priority 6: Catalyze Growth in the Industries of Tomorrow.

 Initiative: Perform labor market, industry trend and cluster analysis to inform investment strategies.

 Initiative: Work to maintain and expand Illinois’ dominance in the biotechnology sector.

 Initiative: Position Illinois as a national leader in the homeland security and fi lm production industries.

KENTUCKY

 Goal 1: Advance the productivity and economic competitiveness of the Kentucky Delta workforce.

 State Strategy: Provide a world class education system from early childhood through post-secondary to 

 ensure Kentuckians are equipped to compete in the global economy.

 State Strategy: Provide relevant technical training and workforce development programs that are fl exible 

 and relevant to meet the needs of current and future employers.

 State Strategy: Provide affordable and accessible health care to all Kentuckians with an emphasis on children.

 State Strategy: Work to signifi cantly decrease diabetes, lung cancer, and smoking among all Kentucky 

 income levels.

 State Strategy: Support public health initiatives that educate the region’s citizens on the correlation between 

 good health and economic vitality.

 State Strategy: Encourage new and innovative approaches to economic development given the realization 

 that the old model of industrial recruitment is not the sole answer to global 

 economic competitiveness.

 State Strategy: Support and encourage research and development of value added agriculture projects aimed 

 at taking the KY Ag economy to the forefront of innovation worldwide.

163
 218

 State Strategy: To become the 21st Century leader in the development of clean, reliable, sustainable, and 

 affordable energy sources.

Goal 2: Strengthen the Kentucky Delta’s physical and digital connections to the global economy.

 State Strategy: Work to improve all aspects of the Kentucky Delta Transportation network.

 State Strategy: Construct Interstate 69.

 State Strategy: Advance broadband deployment in all communities of the Kentucky Delta.

 State Strategy: Provide an entrepreneurial climate and infrastructure to support new idea generation 

 and commercialization.

 State Strategy: Develop strategies to connect Kentucky Delta business and industries to new 

 worldwide markets.

 State Strategy: Support and develop more multi-modal Transportation projects.

 State Strategy: Support and improve Port Authorities and Airports in the Kentucky Delta.

 State Strategy: Support and Encourage River industry development.

 State Strategy: Improve rail access for the Kentucky Delta region.

Goal 3: Create critical mass within Kentucky Delta Communities.

 State Strategy: Ensure all residents of the Kentucky Delta region have access to clean, affordable water and 

 wastewater treatment.

 State Strategy: To become the world leader in adventure tourism.

 State Strategy: To develop and connect more trails for walking, hiking, ATV riding, and equestrian activities.

 State Strategy: Fully engage the Kentucky Delta region with the 2010 Alltech Equestrian Games.

 State Strategy: Work to fully protect the natural resources of the Kentucky Delta.

 State Strategy: Support community development and downtown revitalization efforts to create more sense 

 of place and historical preservation within the communities of the Kentucky Delta.

 State Strategy: Enhance and improve the housing opportunities of the Kentucky Delta.

 State Strategy: Support and expand existing tourism efforts including state park oriented activities.

 State Strategy: Support and encourage regional planning and development strategies and encourage 

 cooperation with other surrounding states as well.

 State Strategy: Support and encourage leadership development programs to foster leadership from within 

 the Kentucky Delta region.

LOUISIANA

Goal 1: Advance the Productivity and Economic Competitiveness of the Louisiana Workforce

 Objective 1.1: Work with other regional partners to improve the employability and productivity of Louisiana 

 Delta residents.

 Objective 1.2: Strengthen workforce and professional skills programs.

 Objective 1.3: Improve the health of the workforce within the Louisiana Delta parishes.

Goal 2: Strengthen Louisiana’s Physical and Digital Connections to the Global Economy.
 Delta Regional Authority – Budget Justifi cation and Annual Report 219

 Objective 2.1: Advance the iDelta initiative.

 Objective 2.2: Support the Delta Development Highway System.

 Objective 2.3: Expand intermodal and multi-modal transportation needs and networks.

 Objective 2.4: Expand the region’s energy infrastructure and production capacity.

 Goal 3: Create Critical Mass within Louisiana Communities.

 Objective 3.1: Enhance the quality of place of Delta Communities.

 Objective 3.2: Promote innovation and diversifi cation within local and regional economies.

 Objective 3.3: Support growth oriented entrepreneurship.

 Objective 3.4: Foster local leadership.

 Objective 3.5: Build and augment basic infrastructure.

MISSISSIPPI

 Priority 1: Increase Private Sector and High Wage Jobs Across the Mississippi DRA Region

 State Strategy: Diversify and strengthen the economic base.

 State Strategy: Enhance entrepreneurial activity.

 State Strategy: Develop and market strategic assets for local economies.

 Priority 2: Develop Sustainable Communities with High Quality of Life Throughout the Mississippi Delta Region.

 State Strategy: Foster civic entrepreneurship.

 State Strategy: Enhance workforce training.

 State Strategy: Increase access to quality child care and early childhood education.

 State Strategy: Increase educational attainment and achievement.

 State Strategy: Increase access to healthcare and healthcare professionals.

 State Strategy: Build and improve basic infrastructure.

 State Strategy: Increase access to new technologies and telecommunications infrastructure.

MISSOURI

 Priority 1: To maintain, improve and diversify transportation structures and features for all modes of transportation 

 within the region.

 Priority 2: Foster economic development that makes the best possible use of the region’s resources including personal, 

 agricultural, and natural resources.

 Priority 3: Improve the infrastructure which serves to facilitate community and economic

 Priority 4: Development.

 Priority 5: Develop access to capital.

 Priority 6: Improve job skills of the workforce.

 Priority 7: Development of human resources through education and training.

 Priority 8: Enhance the quality of life for all residents.
 220

TENNESSEE

Goal 1: Advance the productivity and economic competitiveness of the Delta workforce.

 Objective 1.1: All Children will start school ready to learn.

 Objective 1.2: High school graduation rates will increase.

 Objective 1.3: Students will demonstrate competency over challenging subject matter, and learn to use their 

 minds so they may become responsible citizens, further their learning, and become productive 

 citizens in the nation’s modern economy.

 Objective 1.4: Teachers will have access to programs for their continuing education and improvements of their 

 teaching skills so they can more effectively instruct and prepare students for life in the 

 21st century.

 Objective 1.5: Students will be world class achievers in mathematics and science.

 Objective 1.6: Every adult will have the ability to read, and have the knowledge and skills necessary to 

 compete in a world economy and to be good citizens in this nation.

 Objective 1.7: Schools will be free of drugs, violence, and the threat of violence, and will offer students 

 a disciplined environment conducive to learning.

 Objective 1.8: Schools will involve parents in the social, emotional, and academic growth of children.

Goal 2: Strengthen the Delta’s physical and digital connections to the global economy.

 Objective 2.1: Continue to expand and maintain the state’s transportation resources to serve economic 

 development and to maintain safe and efficient transportation for its citizens.

Goal 3: Create critical mass within Delta communities.

 Objective 3.1: Water and wastewater projects.

 Objective 3.2: Efficient disposal of solid waste is necessary to protect public health and to maintain the 

 beauty of the Tennessee landscape.
 Delta Regional Authority – Budget Justifi cation and Annual Report 221

Delta Regional Authority Contact Information

Clarksdale Regional Offi ce

236 Sharkey Avenue, Suite 400

Clarksdale, MS 38614

Phone: (662) 624-8600

Fax: (662) 624-8537

Washington, D.C. Offi ce 

444 North Capitol, N.W., Suite 365

Washington, D.C. 20001

Phone: (202) 434-4870

Fax: (202) 434-4871

Chris Masingill

Federal Co-Chairman 

(662) 624-8600

Mike Marshall 

Alternate Federal Co-Chairman

(662) 624-8600

Bill Triplett

Chief of Staff 

(202) 689-4134 

btriplett@dra.gov

Terri Hollingsworth

Chief Administrative Offi cer

(662) 624-8600

thollingsworth@dra.gov

Bevin Hunter 

Senior Advisor

(202) 288-6552 

bhunter@dra.gov

DRA-03-13-2014
DELTA REGIONAL AUTHORITY

236 Sharkey Avenue Suite 400

Clarksdale, MS 38614

Tel: 1-888-GOTO-DRA

www.dra.gov Fax: 1-662-624-8537